物流供应链管理第九章习题 答案
物流与供应链管理(研)第九章精品PPT课件
4、为防范需求和补货提前期的变动而建立库存
安全库存由用于处理波动随机性的统计方法来确定。精确 的预测是降低安全库存水平的关键。
5、仓耗
有些存货在存储期间会损坏，被报废、丢失或被盗。如果 存储的是高价值、易腐烂或易于被盗的产品，就要采取特 别防范措施尽量减少仓耗。
为了更好地进行整体控制可以集中管理库存，利用生产和 采购规模经济来决定库存水平以降低成本，在总体需求的 基础上进行预测，然后分摊到每个存储点来提高准确性。
联合补货
综合拉动和推动两种思想。 由渠道成员代表供货点和存储点共同确定补货数量
和时间安排。 联合补货比供货点或存储点单方决策更经济。
（三）产品汇总法
由于客户的缺货反应无法捉摸，所以准确衡量缺货 成本非常困难。
五、推动式库存管理
在每一个存储点需要保持多少库存？ 一批生产或采购应分配到各个存储点的库存是多
少？ 超过需求的供给量在各个存储点之间怎样分摊？
将产品推向存储点的步骤
1、通过预测或其他手段确定从现在到下一次生产或采购期 间的需求量
采购成本包括： 不同订货批量下产品的价格或制造成本 生产的启动成本； 订单经过财务、采购部门的处理成本； 订单传输到供应地的成本； 货物运输成本（若采购价格不含运输费用）； 在收货地点的所有物料搬运或商品加工成本。
如果企业由内部供货，比如企业的工厂为自己的成品库补货， 采购成本就要反映生产启动成本，随之发生变化。如果采用 的是运到价格，那么就不涉及运输成本。
多数企业在对每一种产品进行精确控制的基础上， 实现对所有产品库存总量的精确控制，即自下而上 法。
采购与供应链管理习题库09第九章 习题及参考答案
同步测试一、单项选择题1. 只有在通畅、及时而准确的（）指引下，供应链上的其他流才是有效的，才能达到效率最优、成本最低。
BA．物流 B.信息流 C.资金流 D.商流2. 与供应链信息相比，供应链信息流更（）CA．实物化 B.准确 C.动态 D.孤立3. 在供应链信息流的控制模式中，（）指信息在部门之间或企业之间传递，由部门或企业决定信息传递的方向及内容。
AA. 分散控制B. 集中控制C. 综合协调控制4. 以下哪个自动识别技术最新。
（）DA．条码技术 B. RFID技术 C. 5G技术 D.机器视觉识别技术5. 供应链协同有三层含义，其中（）的协同，由合作与博弈的关系转变为彼此在供应链中更加明确分工和责任的伙伴关系。
CA．信息层面 B.业务流程层面 C.组织层面 D.功能层面6.在（）阶段，数字化采购将完善历史支出知识库，实现供应商信息、价格和成本的完全可预测性。
AA．可预测战略寻源 B.自动化采购执行 C.前瞻性供应商管理 D.战略采购7.供应链协同的外在动因是（）BA．提升供应链效率 B. 应对复杂多变的外部环境C. 巩固供应链各方的合作关系D．降低供应链成本8. 供应链信息层面的协同，通过供应链伙伴成员间的（），实现运营数据、市场数据的实时共享和交流，从而实现伙伴间更快、更好地协同响应终端客户需求。
BA．合作结盟 B. 信息系统集成 C.流程重组 D. 相互竞争9. 拉式供应链的主要信息流方向与物流方向（）AA．反向 B.同向 C.双向都有10.（）是解决供应链上信息系统对接、消除信息孤岛的基础性条件。
A A．标准化 B. 信任环境 C.信息平台 D.信息安全二、多项选择题1. 从供应链环节的角度划分，供应链信息包括（）。
ABCDA.供应源信息B. 配送与零售信息C.生产信息D.需求信息E.战略信息2. 以下哪些描述了信息在供应链管理中的作用（）BCDEA．供应链信息要求准确及时的传递。
B．有助于正确做出库存管理、运输设计、设施网点选址等驱动供应链的管理决策，使供应链运作更有效果。
供应链物流管理(supply chain logistics management)鲍尔索克斯 课后习题答案1-6章
Chapter1：1.Why can the current movement toward establishing supply chains becharacterized as a revolution?Because the current movement toward establishing supply chains has reshaped contemporary strategic thinking.Two massive shifts, supply chain revolution and a related logistical renaissance, in expectation and practice concerning the performance of business operations are highly interrelated but they are significantly different aspects of contemporary strategic thinking.pare the concept of a modern supply chain with more traditionaldistribution channels. Be specific regarding similarities and differences. Traditional distribution channels typically had an order fulfillment time of 15-30 days. But if something went wrong, this time would increase dramatically. It was a common practice to maintain inventory at every stage of the supply chain like retailers, wholesalers, and manufacturers. The market was characterized by scarcity to the primary goal of traditional model was to ensure availability of products. However, today customers want more options in product offerings. Modern supply chain is geared towards meeting the changing consumer needs. Transportation capacity and operational performance has become more reliable and economical. Logistical systems are capable of capable of delivering products at exact times. So customer orders can be fulfilled faster. With massive development in information technology, the need to maintain inventory has reduced dramatically. The occurrence of failures, characteristic of traditional supply chain, has been replaced by a commitment towards zero-defect of six sigma performance. In essence a high level of performance is achieved at a lower total cost with commitment of fewer financial resources than that in the past.3.What specific role does logistics play in supply chain operations?Logistics is the primary conduit of product and service flow within a supply chain arrangement. It is the work required to move and to position inventory throughout a supply chain. It is a combination of order management, inventory, transportation, warehousing, material handling and packaging as integrated throughout a facility network. Logistics is essential for effective supply chain connectivity.4.Describe “integrative management”. Be specific concerning the relationship betweenfunctionality and process.The challenge to achieving integrated management results from the long-standing tradition of performing and measuring work on a functional basis. Since the industrial revolution, achieving best practice has focused managerial attention on functional specialization. The prevailing belief was the better the performance of a specific function, the greater the efficiency of the overall process.The fundamental challenge of integrated management is to redirect traditional emphasis on functionality in an effort to focus on process achievement. Integrative process management seeks to identify and achieve lowest total cost by capturing trade-offs that exist between functions. The focus of integrated management is lowest total process cost, which is not necessarily the achievement of the lowest cost for each function included in the process.5.In terms of enterprise extension, describe the importance of the information sharingand process specialization paradigms.The information sharing paradigm is the widespread belief that achieving a high degree of cooperative behavior requires that supply chain participants voluntarily share operating information and jointly plan strategies. The guiding principle is that information sharing is essential among supply chain participants to collectively do the things customers demand faster and more efficiently.The process specialization paradigm is commitment to focusing collaborative arrangements on planning joint operations with a goal of eliminating nonproductive or non-value-adding redundancy by firms in a supply chain. The basic idea is to design the overall supply chain processes in a manner that identifies a specific firm’s competencies along with the responsibility and accountability to perform each element of essential work in a manner that maximizes overall results.Importance: Sharing information and joint planning can reduce risk related to inventory positioning. Collaboration can eliminate duplicative or redundant work, such as repetitive quality inspection, by designating and empowering a specified member of the supply chain to be fully responsible and accountable. Such extended enterprise integration introduces new challenges regarding measurement, benefit and risk sharing, trust, leadership, and conflict resolution.6.Describe and illustrate an integrated service provider. How does the conceptof integrated service provider differ from traditional service providers, such as for-hire transportation and warehousing?Integrated Service Providers (ISP) also known as third-party logistics providers provide a range of logistics services that includes all work necessary to service customers. With the regulatory changes in the transportation the traditional logistics services providers started offering warehousing and shared transportation services. Therefore the ISPs initiated the radical shift from single function to multifunction outsourcing. Their services include order entry to product delivery and in certain situations they also provide wide range of value-added services. For example United Parcel Services (UPS) stocks Nike shoes and warm-ups at its Louisville warehouse and processes orders hourly. All the related communication and financial administration are handled by an UPS call center in San Antonio. Therefore UPS handles the basic logistics and value-added services for Nike.In contrast the traditional service providers, such as for-hire transportation and warehousing specialize in specific functions. For instance, the for-hire transportationindustry consists of carriers who specialize in moving products between geographic locations. The companies offering warehouse services are traditionally called public warehouses and they provide storage supplemented by specialized services.pare and contrast anticipatory and response-based business models.Why has responsiveness become popular in supply chain collaborations? Anticipatory and response-based business models are the two ways used by firms to fulfill customer requirements. However the fundamental difference in the two models is timingAnticipatory model has been the traditional business practice, which was mainly forecast driven. Since information about purchasing behavior was not readily available, and the channel partners were loosely collaborating, businesses were driven by forecasts. However the forecasts used by the manufacturers, wholesales, distributors, and retailers were often different that led to a lot of excess inventory in the system. All the work was performed in anticipation of future projections, so the likelihood of misgauging customer requirements was very high. In addition each firm in the chain duplicated the anticipatory process.Response-based model aims to reduce or eliminate forecast reliance by joint planning and rapid exchange of information between supply chain partners. This model has been made possible because managers can now obtain and share accurate sales information faster. Consequently customers can be provided with their desired items faster. This model requires fewer steps and therefore less cost to complete a fulfillment process compared to the anticipatory model. Response-based model is similar to a build to order model however the former has a faster response time and allows higher degree of customization.Responsiveness propelled by information technology development has become the cornerstone of today’s supply chain collaboration. Higher responsiveness can not only increase the level of customer satisfaction but can also reduce the overall cost of doing that.pare and contrast manufacturing and geographic postponement. Manufacturing and geographic postponement are strategies and practices that reduces the anticipatory risks of supply chain performance. The factors favoring one pr the other form depends on the volume, value, competitive initiatives desired customer service levels. Manufacturing or form postponement aims at manufacturing the products one order at a time with no preparatory work or component procurement until the customer specifications are fully known and customer commitment is received. The goal of this postponement strategy is to maintain products in a neutral or non-committed status as long as possible. In an ideal situation a standard or base product is manufactured in large quantities to obtain economy of scale while deferring the finalization until the customer commitment. In this scenario, economy of scope is introduced by producing the base product to accommodate a wide range of different customers. An example of manufacturing postponement is observed in mixing paintcolor at retail stores to accommodate the individual customer’s request. This strategy not only reduces the risks of logistics malfunction but also increases the use of light manufacturing and final assembly at logistical facilitiesOn the other hand, Geographical or logistical postponement focuses on response acceleration. This strategy aims to build and stock a full-line inventory at one or more strategic locations. Forward deployment of inventory is postponed until the customer order is received. In an ideal situation this postponement strategy eliminates the risk of anticipatory risk of inventory deployment while retaining manufacturing economy scale. An example of geographical postponement is the Sears Store Delivery System. The logistics of the appliances is not initiated till the customer order is received. An appliance purchased on Monday can be installed at customer’s home as early as Wednesday. And there is a possibility that the product is not manufactured until that night or early Tuesday.In a number of supply chains both types of postponement strategies are combined to create a highly responsive strategy.9.Define and illustrate cash-to-cash conversion, dwell-time minimization andcash spin. How does supply chain strategy and structure impact each?Cash-to-cash conversion is the time required to convert raw material or inventory purchases into sales revenue. It is directly related to inventory turn. Its benefits are realized by reducing and sharing risk and inventory investment. In traditional business the benefits were enjoyed at the expense of business partners. For example, terms of 2% net 10 meant that a prompt payment discount could be earned if the invoice is paid within ten days from the time of delivery. In a response based system these benefits can be shared by managing the inventory transfer velocity across the supply chain. To facilitate such arrangements supply chain partners often use dead net pricing, which factors discounts and allowances in the selling price. Therefore incentives of timely payment are replaced by performance commitments at a specified net price. Managing supply chain logistics as a continuous synchronized process also serves to reduce dwell time.Dwell time is the ratio of the time that an asset sits idle to the time required to satisfy its designated supply chain mission. As an example dwell time would represent the ratio of the time inventory is in store to the time it is moving or contributing to achieve supply chain objectives. Dwell time can be reduced if the supply chain partners are willing to eliminate duplicate work. Therefore each firm could be designated to perform and be accountable for the value-added work in order to reduce the overall dwell.Cash spin basically refers to free cash spin. This concept aims to reduce the overall assets committed to the supply chain performance. Therefore capital invested on inventory or warehouse can be made available for redeployment by revising the supply chain arrangement. Free capital can be reinvested in other projects that would have otherwise not been considered.10.Discuss and support the following argument: "Supply chain arrangements mayreduce consumer value."A somewhat more abstract but often cited potential downside of supply chain management could be labeled the dark side of collaboration. The argument is that the public does not benefit across the board from supply chain efficiency.Supply chain criticism comes in two parts.First, the line of reasoning is that operating efficiency does not automatically translate to or guarantee lower consumer prices. Firms that collaborate may individually or collectively make larger profits and thereby generate large shareholder wealth. However, no mechanisms exist to guarantee that efficiencies will be passed on to consumers in the form of lower retail prices. In fact, the supporting logic is that as supply chains.The second criticism of supply chain arrangements builds on the premise that operating efficiency may not always be socially equitable. The argument questions the benefits of more precise matching of supply to demand in terms of the overall reduction in surplus goods.Chapter2：1.Illustrate a common trade-off that occurs between the work areas of logistics. Any illustration that demonstrates an inherent trade-off between information, inventory, transportation, warehousing, material handling or packaging is acceptable. The following are a few examples of such trade-offs:Information is increasingly being used as a substitute for inventory. For instance, a warehouse manager that is in constant contact with a supplier of his/her stocks need not hold traditional, high levels of inventory. By being “connected”, the supplier realizes when the warehouse is in need of product and can make accommodations of product processing and shipping accordingly. Improved, faster means of transportation also prevent manufacturers and merchandisers from holding high levels of inventory.Poor packaging can lead to product damage in transit. Management should either improve packaging or seek a transportation mode that is more stable and less damage-inducing. Regardless, greater costs will be incurred upfront – though they are likely to be offset with reduced costs of product recollection and rework.2.Discuss and elaborate the following statement: "The selection of a superiorlocation network can create substantial competitive advantage."The statement “The selection of Superior location network can create sub stantial competitive advantage” holds true with regard to logistical networks. The network design implies customer service and cost considerations. Added value (and perhaps a competitive advantage) may be derived from the “intimacy” of being located near customers. Networks that strive for the highest levels of effectiveness (superior serviceperformance) often do so at significantly higher expense. Networks may also be designed for efficient product flows in order to lower transportation and inventory holding costs. Depending upon the competitive environment in which a firm operates, competitive advantage may result from either being located near the customers to provide superior service or through low cost service with the cost-efficient network design.3.Why are customer-accommodation operations typically more erratic thanmanufacturing support and procurement operations?Market or physical distribution operations are typically more erratic because they are initiated by the customer, whose behavior cannot be controlled by the firm. Manufacturing and procurement operations, on the other hand, are initiated by the firm and considered to be within the firm’s span of control. However, better communications between the logistics organization and customers can reduce the uncertainty and erratic nature of market-distribution operations.4.How has transportation cost, as a percentage of total logistics cost, trackedsince 1980The transportation costs as a percentage of total logistics costs in US has increased over the last 20 years. In 1980, the percentage was approximately 47 percent and this has increased to over 63 percent in 2004. Therefore transportation represents a significant portion of the overall logistics cost.5.Describe the logistics value proposition. Be specific regarding specificcustomer accommodation and cost.Logistical value proposition is a cost framework that aims to match of operating competency and commitment to meet the individual of selected groups of customers’ expectations and requirements. A well-designed logistical network must have high customer response with low operational variance and minimum inventory commitment. However the combinations will be different for different groups. Well designed and operated logistical system can help firms to achieve competitive advantage.6.Describe the fundamental similarities and differences between procurement,manufacturing support and customer-accommodation performance cycles as they relate to logistical control.Procurement performance cycles consist of the many activities that maintain the flow of materials, parts, or finished goods into a manufacturing or distribution facility. The scope of procurement activities is limited. Although similar to the customer order processing cycle, shipments are generally larger and cycles often require much more time. Maintaining raw materials inventory is sometimes less expensive relative to finished goods, since time of delivery and material security is often less sensitive into facility than out to the customer. Another difference is that the number of suppliers of a firm is generally less than the number of customers, making the procurement cycle more direct.Manufacturing support performance cycles serve as the logistics of production. These functions maintain orderly and economic flow of materials and work-in-process inventory to support production schedules. The goal is to support manufacturing requirements in the most efficient manner. These are internal cycles to the firm, thus they are rarely affected by behavioral uncertainty.Customer-accommodation performance cycles are those associated with processing and delivering customer orders. They link the customers through timely and economical product availability. Physical distribution integrates marketing and manufacturing efforts. To improve the effectiveness of the distribution system, forecast accuracy must improve to reduce uncertainty. In addition to the value of sound forecasting methods, the firm must emphasize flexibility and responsiveness to deal with the uncertainty of customers in the physical distribution cycle.pare and contrast a performance cycle node and a link. Give an exampleof each.Nodes are facility locations. Forms of communications and transportation represent links between the nodes. Most logistical work takes place at nodes whereas links represent the interface among locations. Nodes represent network facilities where materials are processed and base inventories and safety stocks are maintained. Inventory that is in between nodes is c alled “in transit”.8.How does the "quest for quality" affect logistical operations? Does theconcept of total quality have relevancy when applied to logistics?Though logistical service quality is often in the eye of the beholder –that is, the definition of quality varies among suppliers and customers, it is possible to pursue a quest for quality. The quest requires logistics organizations to identify the service qualities that customers most highly value. Upon identifying these key dimensions of service, it is up to the firm to flawlessly execute those functions that add value. Ultimately, customers may demand “perfect order” performance, a level of service that requires suppliers to meet expectations without error.The ideals of total quality – namely, doing things right the first time, does find relevance in logistics. It is far better in terms of customer service and low cost to provide customers with desired service on the first effort. Customers more highly value suppliers that meet their promises, delivering product on time, in proper quantities, and without damage. Costs are reduced in the process as fewer products are recollected and reworked. These costs of service or product failure can be eliminated if processes are corrected, ensuring that the problem is not a recurring one. Over time, customers tend to rely on those suppliers that provide sound service time and again.9.Discuss uncertainty as it relates to the overall logistical performance cycle.Discuss and illustrate how performance cycle variance can be controlled.One of the major objectives of logistical management is to reduce the uncertainty in performance cycles. Since the performance cycles are made up of many activities, eachwith its own volatility or variance, variance over the entire cycle can significantly impede the logistics organization’s efficiency and effectiveness.To control variance, the firm must conform expected cycle time to actual cycle time. If cycle time is less than expected, the delivered product becomes inventory to be stored. If the cycle time is longer than expected, then the firm must rely on safety stocks to satisfy customer demand. In either case there are costs associated with variance. The ides is to eliminate variance by equating actual cycle time to the expected cycle time. This may require adjustments in product flows into or out of the organization.10.What is the logic of designing echeloned logistical structures? Can echelonedand direct structures be combined?The echeloned logistical structure is built on the logic of stocking some level of inventory or performing specific activities at consecutive levels of supply chain. This structure utilizes warehouses to create inventory assortments and achieve consolidation economies associated with large volume transportation shipments. The inventory is position to meet the customers’ requirements faster. Typical echelon systems use either break bulk or consolidation warehouses. However the service commitment and order size economies determine the most desirable and economical structure to service the specific customer. So many supply chains use a combination of echeloned and direct structures to meet their logistical needs.Chapter3：1.Explain the differences between transactional and relationship marketing.How do these differences lead to increasing emphasis on logistical performance in supply chain management?Transactional marketing is generally focused towards short-term interaction with customers. Traditional marketing strategies followed this approach wherein exchanges/transactions are carried out with customers in order to increase their revenues and profits.Relationship marketing focuses on the long-term relations with the key supply chain partners such as the consumers, intermediate customers and suppliers. This strategy aims to develop and retain long term preference and loyalty because it has been realized in many industries that it is more important to obtain greater share of the purchases made by the existing customers than to attract new customers. This approach tries to identify the individual customers in order to satisfy their unique needs in the most cost-efficient and effective way. This requires a greater emphasis on logistical performance of the entire supply chain.2.Why are the four primary service outputs of spatial convenience, lot size,waiting time, and product variety important to logistics management?Provide examples of competing firms that differ in the level of each service output provided to customers.Since every customer has different requirements regarding service outputs, spatial convenience, lot size, waiting or delivery time, and product variety represent the four generic outputs to accommodate customer requirements.Spatial convenience measures the amount of shopping time and effort that needs to be out by the customer. Higher convenience is offered by making the product available in more number of places. As an example some household furniture manufacturers offer their products through department store, mass merchandisers and other independent department stores whereas Ethen Allen offers its products only at its own Allen retail stores.Lot size refers to the number of units that can be purchased in each transaction. A customer who wish to buy larger quantity of items for example 12 or 24 rolls of paper towels to get a lower unit price can get it from Sam’s Club and Costco. However they can buy single rolls from grocery or convenient stores. The basic tradeoff in such purchases is between the unit price and the storage or maintenance cost of such volumes.Waiting time is the amount if time a customer has to wait between ordering and receiving products. The lower the waiting time, the higher is the level of service. Buying products from retail or grocery stores has no waiting time however if someone wants to order from a catalog or via the Internet, he has to wait for the product. Although higher waiting time is associated with inconvenience, customers are rewarded in the form of lower prices.Product variety refers to the different assortments or variety offered to the consumers and end-users. Supermarkets offer a large variety of items, whereas the warehouse stores offer a much less variety. And convenience stores offer even lesser variety.3.What is meant by availability in logistics customer service? Provide examples ofthe different ways to monitor a firm’s performance in availability.Availability is the capacity to have inventory when desired by a customer. As simple as this may seem, it is not at all uncommon for an organization to expend considerable time, money, and effort to generate customer demand and then fail to have product available to meet customer requirements. The traditional practice in organizations is to stock inventory in anticipation of customer orders.Availability is based on three performance measures: Stockout Frequency, Fill Rate, and Orders Shipped Complete.Stockout Frequency: For example, a study of retail supermarkets revealed that at any point in time during a week, the average supermarket is out of stock of approximately 8 percent of the items planned to be on the shelves. It is important to note, however, that a stockout does not actually occur until a customer desires a product. The aggregation of all stockouts across all products is an indicator of how well a firm is positioned to provide basic service commitments in product availability. While it does not consider that some products may be more critical in terms of availability than others, it is the starting point in thinking about inventory availability.Fill Rate:For example, if a customer wants 100 units of an item and only 97 are available, the fill rate is 97 percent. To effectively consider fill rate, the typical procedure is to evaluate performance over time to incIude multiple customer orders. Thus, fill rate performance can be evaluated for a specific customer, product, or for any combination of customers, products, or business segments. Fill rate can be used to differentiate the level of service to be offered on specific products. In the earlier example, if all 100 products ordered were critical to a customer, then a fill rate of 97 percent could result in a stockout at the customer's plant or warehouse and severely disrupt the customer's operations. Imagine an assembly line scheduled to produce 100 automobiles that receives only 97 of its required brake assemblies. In situations where some of the items are not critical to performance, a fill rate of 97 percent may be acceptable. The customer may accept a back order or be willing to reorder the short items at a later time. Fill rate strategies need to consider customer requirements for products.Orders Shipped Complete:The most exacting measure of performance in product availability is orders shipped complete. It views having everything that a customer orders as the standard of acceptable performance. Failure to provide even one item on a customer's order results in that order being recorded as zero in terms of complete shipment.pare and contrast speed, consistency, and flexibility as optionalperformance activities. In some situations,is one activity more critical than others?Performance cycle speed is the elapsed time form when a customer establishes a need to order until the product is delivered and is ready for customer use.Speed is an essential ingredient in many just-in-time and quick-response logistical strategies as fast performance cycles reduce customer inventory requirements.Order cycle consistency is measured by the number of times that actual cycles meet the time planned for completion.most logistical managers place greater value on consistency because it directly impacts a customer’s ability to plan and perform is own activities.the issue of consistency is fundamental to effective logistics operations as it is becoming increasingly common for customers to actually specify a desired date and even specify a delivery appointment when placing orders.Flexibility involves a firm’s ability to accommodate special situations and unusual or unexpected customer requests.In some situations,adjustments can be implemented to prevent or accommodate special situations,thereby preventing malfunctions.so one may be more critical than others. 5.Why is perfect order service so difficult to achieve?An order should be delivered complete,delivered on time,at the right location,in perfect condition,with complete and accurate documentation.Each of these individual elements must comply with customer specifications.thus,complete delivery means all product the customer originally requested,on time means at the customer’s specified date and time.ing the ten categories of customer expectations in Table 3-1, develop yourown examples of how customers might evaluate performance of a supplier.。
物流与供应链管理2版ppt案例习题-第九章 供应链集成
B.业务结构或 生产能力
人 事 简 况
财 务 状 况 设 备 状 况 制 造 或 生 产 状 况 质 量 体 系 产 品 开 发 中 的 质 量
C.质量系统
供 应 中 质 量
制 造 中 的 质 量 保 证
D.企业环境
质 量 资 源 与 质 量 职 员
成 本 分 析
质 量 检 验 和 实 验
交 货 质 量
《现代物流丛书》
第九章 供应链集成
《物流与供应链管理》 高等教育出版社
顾客服务
供应链集成 供应链协调
•供应链合作伙伴关系 •供应链环境下的业务流 程重组
•供应链环境下的企业计划
物流网络设计 物流信息管理
运输管理
库存管理 物流辅助活动
现代物流丛书---《物流与供应链管理》
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集成化供应链管理是一种围绕核心企业，通过对从采购原材料 开始到制成中间产品以及最终产品，再到最终由销售网络把产 品送到消费者手中的一系列活动中涉及到的信息流、知识流、 实物流、资金流的控制，将供应商、制造商、分销商、零售商、 直至最终用户连成一个整体的功能网链结构模式。
现代物流丛书---《物流与供应链管理》
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对供应商与制造商双方的作用
①改善相互之间的交流；
②实现共同的期望和目标； ③共担风险和共享利益；
④共同参与产品和工艺开发，实现相互间的工艺集成、技术 和物理集成；
⑤降低投机思想和投机几率；
⑥增强解决矛盾冲突的能力；
⑦减少管理成本； ⑧订单、生产、运输上实现规模效益以降低成本；
⑥提高面向工艺的企业规划； ⑦更好的产品设计和对产品变化更快的反应速度；
⑧强化数据信息的获取和管理控制
现代物流丛书---《物流与供应链管理》
物流供应链管理第九章习题-答案
【第九章国际物流】【选择题】1．CFR条款下，买方应：（）A．承担货物在装船时越过船舷后的风险B．负责租船订舱，支付到指定目的港的运费C．办理货运保险，支付保险费D．办理出口手续E．办理进口手续【答案】ABE2．交易磋商中不可缺少的环节是：（）A．询盘B．发盘C．还盘D．接受E．以上四个环节必不可少【答案】BD3．商品由A国运往B国途中，途经本国，对于本国来说为：（）A．进口贸易B．出口贸易C．过境贸易D．转口贸易E．复出口【答案】C3．我国对外贸易商品检验检疫的范围包括:( ）A．所有进出口的商品B．船舶C．集装箱D．海运出口危险品的包装E．《进出境动植物检疫法》规定的商品【答案】BCDE5．出境货物最迟于报关或装运前天报检.（）A．7B．15C．20D．30E．60【答案】A6．对一般的进出口货物报关时需交验以下哪些单证？（）A．进出口货物报关单B．发票C．商品检验证明D．减免税或免检证明E．提货单、装货单或运单【答案】ABCDE7．海上风险包括：( ）A．恶劣气候B．流冰C．船舶搁浅D．偷窃E．战争【答案】ABC8．根据我国现行的《海洋货物运输保险条款》的规定，基本险别包括：( ）A．平安险B．偷窃、提货不着险C．水渍险D．一切险E．串味险【答案】ACD9．平安险的承保责任范围包括：（）A．由于自然灾害和运输工具发生意外事故，造成被保险货物的全部或部分损失B．由于运输工具遭遇搁浅、触礁、沉没、互撞、与流冰或其他物体碰撞造成被保险货物的全部或部分损失C．在装卸转船过程中，被保险货物一件或数件落海所造成的全部损失或部分损失D．货物在运输过程中,因一般外来原因所造成的被保险货物的全部或部分损失E．货物在运输过程中,因特殊外来原因所造成的被保险货物的全部或部分损失【答案】BC10．出口货物的报关报检等工作可由（）办理。
A．出口商B．进口商C．国际货运代理D．理货机构E．船方【答案】AC11．以下单证具有物权凭证作用的有:（)A．提单B．提货单C．货协运单D．航空货运单E．多式联运单据【答案】A12．根据货物外表状况有无不良批注可将提单分为:（）A．记名提单B．指示提单C．不记名提单D．清洁提单E．不清洁提单【答案】DE13．国际海上货物运输有关国际公约有:（）A．《海牙规则》B．《海牙/维斯比规则》C．《汉堡规则》D．《华沙公约》E．《海牙议定书》【答案】ABC13．国际集装箱运输中,拼箱货的装拆箱业务是在进行的。
物流与供应链管理案例分析及答案
物流与供应链复习范围除第9章外，题目会涉及各章，其中第1章、第2章、第3章、第4章（重点是4.3节和4.5节，122-126页不考）、第5章、第7章、第11章是重点，要求上述所有知识点牢固掌握，包括图表。
其他章节原则上不出大题，一般只在选择题和判断题出现。
第9章不考一、名词解释（每小题3分，共15分）二、判断题（在括号内打“ ”或打“√”）（每小题1分，共15分）三、单选题(每小题1分，共20分)四、计算题（每题10分，共计20分）要求算出结果后，写明结论。
计算题来自第四章知识，必须掌握我在课堂上讲过的重心法和经济批量模型，计算题先必须列出公式，注明每个字母含义。
只要平时作业会做，计算题就没问题。
五、辨析题（10分）看图回答问题，参见模拟测试题要求熟练掌握第5章出现的装卸工具图片名称和性能，包括我发给你们的图片名称六、案例分析（20分，两题，每题10分）要求：充分运用所学知识，条理清晰，语句通顺。
每个案例答案都在百字以上。
考核两道题，其中一道题目是课堂上讲过的案例，另外一道没有讲过，但是讲过难度相当的案例，答案要求写出要点，只要大致意思对就可以。
名词解释：搬运装卸，物流管理，包装，检尺求积，流通加工合理化，敏捷供应链，采购物流，生产物流，销售物流，配送，逆向物流(广义和狭义)，传统物流，现代物流，第三方物流，供应链管理，快速反应，供应链合作关系精选案例案例一．书店的烦恼1999年10月，江西省新华书店、省外文书店和南昌市新华书店3家合并，组建了江西省新华书店联合有限公司。
如今江西省店已经与全省11个中心门店和部分县店建立了跨地区的直营连锁经营关系，与40余家符合条件的书店建立了加盟连锁关系，还有行业外的加盟店3个，初步建立了江西省新华书店系统连锁经营体系。
实施连锁经营后，江西省店的连锁门店的进货权被取消。
由于信息不畅通，总店的业务部门无法了解连锁门店的实际需求与销售动态，对所配发的图书品种是否对路、数量是否恰当都不太了解，只能凭臆想办事，造成销售量下降。
供应链管理(第5版)课后习题答案
供应链管理课后习题答案第一章、供应链管理导论1.供应链的结构特征是什么？将供应商、制造商、分销商、零售商、直到最终用户连成一个整体的功能网链结构。
2.何谓供应链管理？简述供应链管理与传统企业管理的区别和联系。
供应链管理就是使以核心企业为中心的供应链运作达到最优化，以最低的成本，另供应链从采购开始，到满足最终用户的所有过程，包括工作流、实物流、信息流、资金流等均高效率运作，把合适的产品，以合理的价格，及时准确的送到消费者手中。
区别：①传统企业的运营思想是生产是为了销售，而供应链企业运营的思想是按订单准时生产、快速响应客户需求②传统企业的管理手段是控制库存、降低库存成本，而供应链管理的手段是供应链企业协同创新、共创价值③传统企业提高生产效率的主要方法是扩大批量、增加规模效应，而供应链企业提高效率的主要方法是提升企业的柔性和敏捷性联系：供应链管理主要是以物流运行作为流程的，是开放性的，传统企业只是供应链管理中的一个环节，是闭环的。
3.供应链管理的关键在于实现企业内部及企业之间资源的集成。
从这个角度，分析互联网在供应链管理中的重要地位。
从管理难度的角度：现在的客户关系管理、企业资源计划等系统使得管理更加容易，尤其是对于一些全球性企业和跨区域企业从效率的角度：通过IT系统，从客户需求到计划、采购、生产、运输等供应链的整个过程更加迅速、高效。
当然也包括上下游企业和核心企业之间的沟通。
从成本的角度：管理难度下降，效率提升，这实际上降低了企业的成本4.电子商务将成为21世纪最主要的商业模式之一，它将对企业传统的业务流程带来巨大变革。
请阐述供应链管理对我国企业成功实施电子商务的重要意义。
基于电子商务的供应链的管理的主要内容涉及订单处理、生产组织、采购管理、运输与配送管理、库存管理、客户服务、支付管理等，供应链管理可促进电子商务的发展，使资源在供应链网络中合理流动，来缩短交货周期、降低库存，并且通过提供自助交易的自助式服务以降低成本，提高速度和精确性，增强企业竞争力。
电子课件 《物流管理》刘斌 第九章 自测题
第九章自测题
1、基本服务，顾名思义是指向所有的顾客提供的（）。
2、（）是指在基本服务的基础上为特定顾客提供的的额外服务。
3、供应比率衡量（）的程度。
4、订货完成时间是指企业按（顾客订货要求）准备好全部所需商品的时间。
5、衡量作业情况的指标主要有：作业完成时间、（）、作业的灵活性、
（）。
6、物流服务设计的步骤：（）、定义顾客服务目标、设计物流系统。
1.解释物流与顾客服务之间的联系。
2.举例说明基本服务、增值服务和零缺陷服务的区别与联系。
3.针对不同的顾客与商品，企业应该如何设计物流系统？
4.企业在新品引入的各个阶段，应该如何设计物流服务？
5.缩小的服务窗口对物流企业来说意味着什么？。
供应链管理 第三版 Unit9 习题与答案(精品文档)_共18页
Chapter 9Planning Supply and Demand in the Supply Chain:Managing Predictable VariabilityTrue/False1.Predictable variability is change in demand that cannot be forecasted.Answer: FalseDifficulty: Easy2.Faced with predictable variability of demand, a company’s goal is to respond in amanner that maximizes profitability.Answer: TrueDifficulty: Easy3.The advantage of carrying enough manufacturing capacity to meet demand inany period is very low inventory costs, because no inventory needs to be carried from period to period.Answer: TrueDifficulty: Easy4.The disadvantage of carrying enough manufacturing capacity to meet demand inany period is that much of the expensive capacity would go unused during most months when demand was lower.Answer: TrueDifficulty: Easy5.The advantage of building up inventory during the off season to keep productionstable year round lies in the fact that a firm could get by with a smaller, moreexpensive factory.Answer: FalseDifficulty: Moderate6.The disadvantage of building up inventory during the off season to keepproduction stable year round is the expensive capacity that would go unusedduring most months when demand was lower.Answer: FalseDifficulty: Easy7.An approach where a firm works with their retail partners in the supply chain tooffer a price promotion during periods of low demand would shift some of thedemand into a slow period, thereby spreading demand more evenly throughoutthe year and reducing the seasonal surge.Answer: TrueDifficulty: Moderate8.With supply and demand management decisions being made independently, it iseasier to coordinate the supply chain, thereby increasing profit.Answer: FalseDifficulty: Moderate9. A firm can vary supply of product by controlling production capacity andinventory.Answer: TrueDifficulty: Easy10. A firm that uses flexible work hours from the workforce to manage capacity tobetter meet demand is using a seasonal workforce.Answer: FalseDifficulty: Moderate11.Scheduling the workforce so that the available capacity better matches demandis using time flexibility from the workforce.Answer: TrueDifficulty: Moderate12.The use of a part-time workforce to increase the capacity flexibility by enablingthe firm to have more people at work during peak periods is designing productflexibility into the production processes.Answer: FalseDifficulty: Moderate13. A firm that uses a temporary workforce during the peak season to increasecapacity to match demand is using a seasonal workforce.Answer: TrueDifficulty: Easy14.The use of dual facilities to manage capacity may be hard to sustain if the labormarket is tight.Answer: FalseDifficulty: Hard15. A firm that purchases peak production capability from other companies so thatinternal production remains level and can be done cheaply is usingsubcontracting.Answer: TrueDifficulty: Easy16. A firm that builds dedicated facilities to produce a relatively stable output ofproducts over time in a very efficient manner and purchases peak productioncapability from other companies is using subcontracting.Answer: FalseDifficulty: Hard17. A firm that has production lines whose production rate can easily be varied tomatch demand has designed product flexibility into the production processes.Answer: TrueDifficulty: Easy18.The use of a seasonal workforce requires that the workforce be multi-skilled andeasily adapt to being moved from line to line.Answer: ModerateDifficulty: Hard19.The use of common components across multiple products, with each producthaving predictably variable demand, will result in the demand for the components being relatively constant.Answer: TrueDifficulty: Moderate20.When most of the products a firm produces have the same peak demandseason, the use of common components to create relatively constant overalldemand in the components is feasible.Answer: FalseDifficulty: Moderate21.When most of the products a firm produces have the same peak demandseason, it is necessary to build products during the off season that have morepredictable demand.Answer: TrueDifficulty: Easy22.Operations usually makes the promotion and pricing decisions.Answer: FalseDifficulty: Easy23.Maximizing revenue is typically the objective when marketing and sales make thepromotion and pricing decisions.Answer: TrueDifficulty: Easy24.Pricing decisions based only on revenue considerations often result in anincrease in overall profitability.Answer: FalseDifficulty: Moderate25.The combination of pricing and aggregate planning (both demand and supplymanagement) can be used to maximize supply chain profitability.Answer: TrueDifficulty: Moderate26.When performing aggregate planning, the goal of all firms in the supply chainshould be to maximize individual firm profits.Answer: FalseDifficulty: Moderate27.Determining how profits will be allocated to different members of the supply chainis a key to successful collaboration.Answer: TrueDifficulty: Moderate28.In general, as the fraction of increased demand coming from forward buyinggrows, offering the promotion during the peak demand period becomes moreattractive.Answer: FalseDifficulty: Moderate29.Offering a promotion during a peak period that has significant forward buyingcreates even more variable demand than before the promotion.Answer: TrueDifficulty: Easy30.Average inventory decreases if a promotion is run during the peak period andincreases if the promotion is run during the off-peak period.Answer: FalseDifficulty: Easy31.Promoting during a peak demand month may decrease overall profitability if asignificant fraction of the demand increase results from a forward buy.Answer: TrueDifficulty: Hard32.As forward buying becomes a smaller fraction of the demand increase from apromotion, it is less profitable to promote during the peak period.Answer: FalseDifficulty: Hard33.As the product margin declines, promoting during the peak demand periodbecomes less profitable.Answer: TrueDifficulty: Easy34.When faced with seasonal demand, a firm should use a combination of pricing(to manage demand) and production and inventory (to manage supply) toimprove profitability.Answer: TrueDifficulty: ModerateMultiple Choice1.Predictable variability isa.change in demand that can be forecasted.b.change in demand that cannot be forecasted.c.change in demand that has been planned.d.change in demand that has been scheduled.e.all of the aboveAnswer: aDifficulty: Easy2.Which of the following is not a problem caused by products experiencingpredictable variability of demand?a.high levels of stockouts during peak demandb.high levels of excess inventory during periods of low demandc.increased responsiveness of the supply chaind.increased costs in the supply chaine.decreased responsiveness of the supply chainAnswer: cDifficulty: Easy3. A firm can handle predictable variability by managinga.supply using capacity, inventory, trade promotions, and backlogs.b.supply using capacity, inventory, subcontracting, and backlogs.c.demand using short-term price discounts and trade promotions.d. a and c onlye. b and c onlyAnswer: eDifficulty: Easy4.Seasonal demand can be met bya.maintaining enough manufacturing capacity to meet demand in anyperiod.b.building up inventory during the off season to meet demand during peakseasons.c.offering a price promotion during periods of low demand to shift some ofthe demand into a slow period.d.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate5.The advantage of maintaining enough manufacturing capacity to meet demand inany period isa.very low inventory costs because inventory needs to be carried fromperiod to period.b.very low inventory costs because no inventory needs to be carried fromperiod to period.c.very high inventory costs because no inventory needs to be carried fromperiod to period.d.very high inventory costs because expensive capacity would go unusedduring most months when demand was lower.e.none of the aboveAnswer: bDifficulty: Moderate6.The disadvantage of maintaining enough manufacturing capacity to meetdemand in any period isa.much of the expensive capacity would go unused during most monthswhen demand was lower.b.the expensive capacity would be used consistently throughout the year.c.most of the expensive capacity would still be used during most monthswhen demand was lower.d.very low inventory costs because no inventory needs to be carried fromperiod to period.e.None of the above are true.Answer: aDifficulty: Moderate7.The advantage of building up inventory during the off season to meet demandduring peak seasons and keep production stable year round isa.very low inventory costs because no inventory needs to be carried fromperiod to period.b.much of the expensive capacity would go unused during most monthswhen demand was lower.c.in the fact that a firm could get by with a smaller, less expensive factory.d.in the fact that a firm could get by with a larger, more expensive factory.e.None of the above are true.Answer: cDifficulty: Moderate8.The disadvantage of building up inventory during the off season to meet demandduring peak seasons and keep production stable year round isa.very low inventory costs because no inventory needs to be carried fromperiod to period.b.very high inventory costs because inventory needs to be carried from periodto period.c.in the fact that a firm could get by with a smaller, less expensive factory.d.in the fact that a firm could get by with a larger, more expensive factory.e.None of the above are true.Answer: bDifficulty: Moderate9.The advantage of offering a price promotion during periods of low demand toshift some of the demand into a slow period isa. a demand pattern that is less expensive to supply.b.very high inventory costs because inventory needs to be carried fromperiod to period.c.in the fact that a firm could get by with a smaller, more expensive factory.d.much of the expensive capacity would go unused during most monthswhen demand was lower.e.all of the aboveAnswer: aDifficulty: Moderatepanies typically divide the task of supply and demand so thata.Marketing manages demand and Operations manages supply.b.Marketing manages supply and Operations manages demand.c.Marketing manages demand and supply.d.Operations manages demand and supply.e.none of the aboveAnswer: aDifficulty: Easy11.With supply and demand management decisions being made independently,a.it is increasingly difficult to coordinate the supply chain, therebyincreasing profit.b.it is increasingly difficult to coordinate the supply chain, therebydecreasing profit.c.it is easier to coordinate the supply chain, thereby decreasing profit.d.it is easier to coordinate the supply chain, thereby increasing profit.e.none of the aboveAnswer: bDifficulty: Moderate12. A firm can vary supply of product by controllinga.production capacity and inventory.b.production capacity and price promotions.c.price promotions and inventory.d.production capacity and inventory promotions.e.none of the aboveAnswer: aDifficulty: Moderate13.Which of the following is not an approach that firms can use when managingcapacity to meet predictable demand variability?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexibleing common components across multiple productsAnswer: eDifficulty: Easy14.The capacity management approach that uses flexible work hours from theworkforce to manage capacity to better meet demand isa.time flexibility from workforce.e of seasonal workforce.e of subcontracting.e of dual facilities—dedicated and flexible.e.designing product flexibility into the production processes.Answer: aDifficulty: Moderate15.The capacity management approach that uses a temporary workforce during thepeak season to increase capacity to match demand isa.time flexibility from workforce.b.the use of seasonal workforce.c.the use of subcontracting.d.the use of dual facilities—dedicated and flexible.e.designing product flexibility into the production processes.Answer: bDifficulty: Easy16.The capacity management approach where a firm purchases peak productionfrom another firm so that internal production remains level and can be donecheaply isa.time flexibility from workforce.b.the use of seasonal workforce.c.the use of subcontracting.d.the use of dual facilities—dedicated and flexible.e.designing product flexibility into the production processes.Answer: cDifficulty: Moderate17.The capacity management approach where a firm builds facilities to produce arelatively stable output of products over time in a very efficient manner andfacilities to produce a widely varying volume and variety of products, but at ahigher unit cost isa.time flexibility from workforce.b.the use of seasonal workforce.c.the use of subcontracting.d.the use of dual facilities—dedicated and flexible.e.designing product flexibility into the production processes.Answer: dDifficulty: Easy18.The capacity management approach where a firm has production lines whoseproduction rate can easily be varied to match demand isa.time flexibility from workforce.b.the use of seasonal workforce.c.the use of subcontracting.d.the use of dual facilities—dedicated and flexible.e.designing product flexibility into the production processes.Answer: eDifficulty: Moderate19.Which approach to capacity management may be hard to sustain if the labormarket is tight?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: bDifficulty: Moderate20.Which approach to capacity management makes use of spare plant capacity thatexists in the form of hours when the plant is not operational?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: aDifficulty: Moderate21.Which approach to capacity management makes use of overtime, which is variedto match the variation in demand?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: aDifficulty: Easy22.Which approach to capacity management would schedule the workforce so thatthe available capacity better matches demand?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: aDifficulty: Easy23.Which approach to capacity management would use a part-time workforce toincrease capacity flexibility by enabling the firm to have more people at workduring peak periods?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: aDifficulty: Moderate24.The key to which capacity management approach would involve having bothvolume (fluctuating demand from a manufacturer) and variety flexibility (demand from several manufacturers) to be sustainable?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: cDifficulty: Hard25.Which approach to capacity management would require that the workforce bemulti-skilled and easily adapt to being moved from line to line?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: eDifficulty: Moderate26.Which approach to capacity management would use production machinery thatcan be changed easily from producing one product to another?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: eDifficulty: Moderate27.Which approach to capacity management would only be effective if the overalldemand across all the products is relatively constant?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: eDifficulty: Hard28.Which of the following is an approach that firms can use when managinginventory to meet predictable demand variability?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexibleing common components across multiple productsAnswer: eDifficulty: Moderate29.When a firm designs common components used in multiple products, with eachproduct having predictably variable demand, they are trying toa.develop relatively constant overall demand.e a seasonal workforce.c.build inventory of high demand or predictable demand products.e subcontracting.e dual facilities—dedicated and flexible.Answer: dDifficulty: Easy30.When most of the products a firm produces have the same peak demandseason, in order to meet predictable variability with inventory, it muste common components across multiple products.e a seasonal workforce.c.build inventory of high demand or predictable demand products.e subcontracting.e dual facilities—dedicated and flexible.Answer: cDifficulty: Moderate31.Supply chains can influence demand by usinga.production capacity and inventory.b.pricing and other promotions.c.price promotions and inventory.d.production capacity and inventory promotions.e.production capacity and other promotions.Answer: bDifficulty: Moderate32.The pricing and promotion decisions are often made bya.marketing and sales.b.marketing and operations.c.operations and sales.d.marketing, operations, and sales.e.marketing and operations without sales.Answer: aDifficulty: Moderate33.The promotion and pricing decisions made by marketing and sales typically havethe objective ofa.maximizing profitability.b.minimizing profitability.c.minimizing revenue.d.maximizing revenue.e.maximizing profitability across the supply chain.Answer: dDifficulty: Hard34.Pricing decisions based only on revenue considerations often result ina. a decrease in overall profitability.b.an increase in overall profitability.c. a decrease in overall revenue.d. a decrease in supply chain revenue.e.an increase in supply chain profitability.Answer: aDifficulty: Moderate35.The combination of pricing and aggregate planning (both demand and supplymanagement) can be used toa.maximize customer orders.b.minimize customer orders.c.maximize supply chain profitability.d.minimize supply chain profitability.e.None of the above are accurate.Answer: cDifficulty: Easy36.When performing aggregate planning, the goal of all firms should be toa.minimize company profits.b.maximize company profits.c.minimize supply chain profits.d.maximize supply chain profits.e.All of the above are accurate.Answer: dDifficulty: Moderate37.When planning, the goal of all firms in the supply chain should be to maximizesupply chain profits becausea.this leaves them less profit to divide among themselves.b.this leaves them more profit to divide among themselves.c.this outcome leaves them more profit to pay tax on.d.this outcome will increase their charitable giving.e.none of the aboveAnswer: bDifficulty: Easy38.One key to successful collaboration when the supply chain is performingaggregate planning isa.determining how losses will be allocated to different members of thesupply chain.b.determining how profits will be allocated to different members of thesupply chain.c.determining how labor will be allocated to different members of the supplychain.d.determining how customers will be allocated to different members of thesupply chain.e.none of the aboveAnswer: bDifficulty: Moderate39.Which of the following is not a key factor influencing the timing of a tradepromotion?a.impact of the promotion on demandb.product marginsc.cost of holding inventoryd.cost of changing capacitye.none of the aboveAnswer: eDifficulty: Moderate40.Which of the following is not a factor that would result in increased demand froma trade promotion?a.market growthb.stealing sharec.forward sellingd.forward buyinge.All of the above are factors in increased demand.Answer: cDifficulty: Hard41.An increase in consumption of the product either from new or existing customersisa.market growth.b.stealing share.c.forward selling.d.forward buying.e.none of the aboveAnswer: aDifficulty: Easy42.Customers substituting the firm’s product for a competitor’s product isa.market growth.b.stealing share.c.forward selling.d.forward buying.e.none of the aboveAnswer: bDifficulty: Easy43.Customers moving up future purchases to the present isa.market growth.b.stealing share.c.forward selling.d.forward buying.e.none of the aboveAnswer: dDifficulty: Easy44.In general, as the fraction of increased demand coming from forward buyinggrows, offering the promotion during the peak demand period becomesa.less attractive.b.more attractive.c.more profitable.d.less significant.e.none of the aboveAnswer: aDifficulty: Moderate45.Offering a promotion during a peak period that has significant forward buyinga.creates a desirable demand pattern.b.creates a demand pattern less costly to serve.c.creates a demand pattern even more costly to serve.d.shifts demand from the peak period to the slow period.e.shifts demand to a more desirable period.Answer: cDifficulty: Hard46.Average inventorya.increases if a promotion is run during the peak period.b.increases if a promotion is run during the off-peak period.c.decreases if a promotion is run during the peak period.d.decreases if a promotion is run during the off-peak period.e.both a and dAnswer: bDifficulty: Moderate47.Promoting during a peak demand month may decrease overall profitability ifa. a small fraction of the demand increase results from a forward buy.b.any of the demand increase results from a forward buy.c. a significant fraction of the demand increase results from a forward buy.d.none of the abovee.all of the aboveAnswer: cDifficulty: Hard48.As the product margin declines, promoting during the peak demand periodbecomesa.less profitable.b.more profitable.c.less of a risk.d.more desirable.e.none of the aboveAnswer: aDifficulty: HardEssay/Problems1.Discuss how a firm can respond to predictable variability of demand in the supplychain.Answer: Faced with predictable variability, a company’s goal is to respond in amanner that maximizes profitability. A firm must choose how to handlepredictable variability by utilizing techniques in two broad categories:1. Manage supply using capacity, inventory, subcontracting, and backlogs2. Manage demand using short-term price discounts and trade promotionsThe use of these tools enables the supply chain to greatly increase its profitability because it is able to match supply and demand in a much more coordinatedfashion. One way to meet seasonal demand requires carrying enoughmanufacturing capacity to meet demand in any period. The advantage of thisapproach is very low inventory costs, because no inventory needs to be carriedfrom period to period. The disadvantage, however, is that much of the expensive capacity would go unused during most months when demand was lower.Another approach to meeting demand would be to build up inventory during theoff season to keep production stable year round. The advantage of this approach lies in the fact that a firm could get by with a smaller, less expensive factory. High inventory carrying costs, however, make this alternative expensive. A thirdapproach would be for a firm to work with their retail partners in the supply chain to offer a price promotion during periods of low demand. This promotion shiftssome of the demand into a slow period, thereby spreading demand more evenly throughout the year and reducing the seasonal surge. Such a demand pattern is less expensive to supply. A company needs to decide which alternativemaximizes their profitability.Often companies divide the task of supply and demand management betweendifferent functions. Marketing typically manages demand and Operations typically manages supply. At a higher level, supply chains suffer from this phenomenon as well, with retailers independently managing demand and manufacturersindependently managing supply. With supply and demand managementdecisions being made independently, it is increasingly difficult to coordinate thesupply chain, thereby decreasing profit. Therefore, maximizing profitabilitydepends on these decisions being made in a coordinated fashion and requiressupply chain partners to work together across enterprises.Difficulty: Hard2.Discuss the approaches that can be used to manage capacity to meetpredictable variability of demand.Answer: When managing capacity to meet predictable variability, firms use acombination of the following approaches:• Time flexibility from workforce: In this approach, a firm uses flexible work hours from the workforce to manage capacity to better meet demand. In manyinstances, plants do not operate continually and are left idle during portions of the day or week. Therefore, spare plant capacity exists in the form of hours when the plant is not operational. Many plants do not run three shifts, so the existingworkforce could work overtime during peak periods to produce more to meetdemand. If demand fluctuates by day of the week or week of the month and theworkforce is willing to be flexible, a firm may schedule the workforce so that theavailable capacity better matches demand. In such settings, use of a part-timeworkforce may further increase the capacity flexibility by enabling the firm to have more people at work during peak periods.• Use of seasonal workforce: In this approach, a firm uses a temporary workforce during the peak season to increase capacity to match demand. This approachmay be hard to sustain if the labor market is tight.• Use of subcontracting: In this approach, a firm subcontracts peak production so that internal production remains level and can be done cheaply. With thesubcontractor handling the peaks, the company is able to build a relativelyinflexible but low-cost facility where the production rates are kept relativelyconstant (other than variations that arise from the use of overtime). Peaks aresubcontracted out to facilities that are more flexible. A key here is the availability of relatively flexible subcontractor capacity. The subcontractor can often provide。
物流与供应链管理 第九章 流通加工
第二节 流通加工形式
一、水泥的流通加工 二、商品混凝土的流通加工 三、钢板的流通加工 四、木材的流通加工 五、煤炭及其他燃料的流通加工 六、平板玻璃的流通加工 七、生鲜食品的流通加工 八、机械产品及零配件的流通加工
一、水泥的流通加工
• 在需要长途调入水泥的地区，如果需求 数量大且相对稳定，则不需直接调入大量 的成品水泥，而是将块状或颗粒状的半成 品熟料运进，在需求地的流通加工点进行 细磨，并根据客户的使用要求和当地的资 源状况掺入适当的混合材料或添加剂，制 成不同品种及标号的水泥。
ỏ （二）分选加工：瓜果、蔬菜、粮食及棉毛原料
ỏ （三）精制加工：鲜鱼的精制加工、蔬菜的精制加工 ỏ （四）分装加工：大包装改小、散装改小包、运输包 ỏ 装改销售包装
八、机械产品及零配件的流通加工
• （一）组装加工 • （二）石棉橡胶板的开张成型加工
第三节 流通加工的合理化
一、不合理流通加工的几种主要形式
–（1）流通加工有效地完善了流通 –（2）流通加工是物流中的重要利润源 –（3）流通加工在国民经济中也是重要的加工 形式
流通加工的地位及作用
• （1）流通加工有效地完善了流通
– 流通加工在实现时间场所两个重要效用方面，确 实不能与运输和储存相比，因而，不能认为流通加工 是物流的主要功能要素。 – 流通加工的普遍性也不能与运输、储存相比，流 通加工不是所有物流中必然出现的。 – 这绝不是说流通加工不甚重要，实际上它也是不 可轻视的，是起着补充、完善、提高增强作用的功能 要素，它能起到运输、储存等其它功能要素无法起到 的作用。 – 流通加工的地位可以描述为是提高物流水平，促 进流通向现代化发展的不可少的形态。
三、流通加工的类型
上交大《物流案例与实践》教学资料包 课后习题答案 第九章
第九章特种物流课后习题答案要点案例一宝华物流：打造危险品运输行业的标杆企业（1）根据案例材料，危险货物运输有哪些特点，在组织运输工作中应注意哪些问题？危险货物是指在运输、装卸和保管过程中，具有爆炸、易燃、毒害、腐蚀、放射射线等性质，容易造成人身伤亡和财产损坏而需要特别保护的货物。
危险货物的物流组织，要经过受理托运、仓储保管、货物装卸、运送、交付等环节，这些环节分别由不同岗位的人员操作完成。
其中，受理托运、货物运送及交接保管工作环节尤其应加强管理。
根据危险品运输的特点，宝华物流有限公司和其合作伙伴采取了一系列的具体措施，包括：针对危险品运输的特殊性，加强交通工具的高端配置来确保运输高品质；针对不同行业的危险品运输提供不同解决方案，其全面物流解决方案在运输设备保障、运输流程优化、运输管理等方面都有严格的保障体系；同时还实行科学管理，让安全运输扣上双保险。
（2）你如何理解江苏宝华物流危险品运输的运作模式。
沃尔沃卡车公司的“全金程”全面物流解决方案最独特妙处在于能够针对不同行业提供不同解决方案。
危险品货物运输过程中存在着很高的风险性，基于此，“全金程”全面物流解决方案在运输设备保障、运输流程优化、运输管理等方面都有严格的保障体系：危险品运输行业为客户服务的特点是需要较高的准点率，沃尔沃卡车的精准性、完好率能有效确保高效、准时、准点；危险品运输需要车辆具有超强的减震性能，沃尔沃卡车采用世界一流的空气悬挂技术，进一步提高了公路运输的安全性和稳定性。
规范化的运作模式，使得江苏宝华物流危险品运输不放过任何微小的安全隐患，从源头上杜绝意外事故的发生。
（3）根据案例材料，我国危险品运输企业应如何更好的向前发展。
略。
案例二超大型特种车辆在项目物流中的运用（1）简述超限货物运输的概念和特征。
超限货物运输是指在公路运输中，使用非常规的超重型汽车列车载运外形、尺寸和重量超过常规车辆装载的大型物件的运输。
超限货物是符合下列条件之一的货物：①货物的长度在14m以上或宽度在3.5m以上或高度在3m以上的；②重量在20t以上的单体货物或不可解体的成组（捆）货物。
供应链管理课后习题答案
供应链管理课后习题答案第一章1.纵向一体化的企业拥有、管理并运作所有相关的业务职能。
横向一体化的企业由一些独立运营的企业组成，公司总部提供品牌、指导和一般战略。
比较并对比这两种类型企业的供应链战略。
答：纵向一体化企业旨在使公司各业务成分之间的互动更紧密，而且经常集中地管理它们。
这样的结构，可以更容易地通过中央决策除去供应链中的不同部分之间的冲突来实现系统的整体目标。
在横向一体化公司，协调公司内部各业务的供应链通常是没有效益的。
事实上，如果横向一体化中的每个企业都专注于它的核心功能，并以最佳状态运行，就可能达到总体的全局最优效果。
2.考虑一个企业重新设计其物流网络。
为数不多的几个集中仓库的优点是什么？大量靠近最终用户的仓库的优点是什么？答：少数位于市中心的仓库，允许公司利用风险分担，以提高服务水平并降低库存水平和成本。
不过，对外运输成本通常较高，交货间隔期较长。
另一方面，企业可以通过建立更多的靠近最终用户的仓库，以减少对外运输成本和交货间隔期。
然而，这种类型的系统将会使总库存水平和成本增加、规模经济下降、仓储费用增加，并且可能增加对内运输费用。
3.考虑一个企业选择运输服务提供商。
使用卡车承运商的优点是什么？使用诸如UPS这样的包裹速递公司的优点是什么？答：企业对运输服务的选择在很大程度上取决于公司要运输的产品的类型和大小，库存和交付的策略，和对灵活性的需求：1.如果是大量而稳定的运送大件物品或小件物品从仓库到需求点（店），货车运输会更好。
一个很好的例子就是仓库到超市之间的杂货送货。
要注意，在本例中，我们希望的是卡车满载时货物达到卡车装载量。
2.如果由制造商/仓库直接递送顾客的是相对低成本的项目，那么用快递公司更合适。
此外，快递公司可以根据客户的个人需要灵活的提供不同的运输方式。
4.企业库存水平较高有什么优点？有什么缺点？库存水平低有什么优点和缺点？答：1.高库存水平i. 优点:订单满足率(服务水平)高和订单执行快速。
物流管理学第九章-精选文档
四、客户投诉处理体系
（一）客户投诉处理系统需要测量的两大 类变量
1.产品交货过程中的客户满意。
2.内部统计数据。
（二）保证指标设计与应用的合理性步骤
1.进行客户调查 2.内部的审计 3.确定服务目标 4.设计监控系统
5.设计报告系统
（三）联系方式
1.小组会议 2.个人采访 3.电话采访 4.问卷调查
订单传递、处理时间＋备货时间＋送货时间
2、可靠性要素：
订货提前期＋安全交货＋正确供货
3、沟通（通信）：
用户需求＋企业信息——组织、计划＋顾客满意
4、便利性要素——各类增值性、差异化服务
三、客户服务水平定位
（一）基本的物流服务水平
1.可得性 可得性意味着拥有存货，能始终如一地满 足顾客对材料或产品的需求。 2.作业表现 作业表现是处理从订货入库到交付的过 程。 3.服务可靠性 服务可靠性涉及到物流的质量属性。
3、综合服务型物流企业
a) 从事多种物流服务业务，可以为客户提供运输、 货运代理、仓储、配送等多种物流服务； b) 根据客户的需求，为客户制定整合物流资源的 运作方案，为客户提供契约性的综合物流服务； c) 企业配置专门的机构和人员，建立完备的客户 服务体系，能及时、有效地提供客户服务； d) 具备网络化信息服务功能，应用信息系统可对 物流服务全过程进行状态查询和监控。
二、第三方物流企业的发展战略
（一）物流战略研究与设计基础
1.物流进入战略研究领域 （1）物流企业与第三方物流 物流企业的范畴较广，其中包括经营各种货运站 (中转站)、集装箱码头(多式联运中转站)、车站、 港口、机场，各种物流设施、配送中心、仓库， 各种货物运输方式及多式联运，各个物流要素以 及货运代理，配载服务，提供物流信息服务的企 业等。 而第三方物流经营者在物流经营思想、经营方式、 技术设施等方面更具有现代物流意识和高级化特 色。
物流管理基础各章习题含答案(大学期末复习资料)
习题第一章一、判断题(正确的用A表示，错误的用B表示)1．商流和物流的关系非常密切，两者都具有相同的活动内容和规律。
( )2．物流活动克服了供给方和需求方在空间和时间方面的距离。
( )3．物流科学是管理科学和工程技术科学相结合的综合学科。
( )4．流通包含商流、物流、资金流和信息流，其中信息流从属于物流。
( )5．商流是产生物流的物质基础．( )6．流通活动中资金流是在所有权更迭的交易过程中发生的，可以认为从属于商流。
( ) 7．商流主要进行运输和储存，实现物资实体空间和时间位置转移，而物流过程主要进行商品交换，实现物资所有权的转移。
( )8．实行商物分离的原则是提高社会经济效益的客观需要，也是企业现代化发展的需要。
( ) 9．我国是从美国引进“物流”一词。
( )10．Logistics取代P．D，成为物流科学的代名词，这是物流科学走向成熟的标志。
( )11. 在铁路、公路、水运、航空等运输方式中，一般说来，我国货运量最大的是铁路。
( )12. 运输和配送长期以来被看成物流活动的两大支柱。
( )13. 仓储的目的是克服产品生产与消费在时间上的差异，使物资产生时间效果，实现其使用价值。
( )14. 装卸搬运过程中，活性化越高越好。
( )15. 包装可以看成是生产的终点，同时也是流通的起点。
( )16. 按包装功能分类可以把包装分为工业包装和商业包装。
( )17．根据物流活动发生的先后次序，企业物流可划分为供应物流、生产物流，销售物流、回收废弃物物流四部分。
()18．物流科学是以物的动态流转过程为主要研究对象，揭示了物流活动之间存在相互关联、相互制约的内在联系。
()19．产成品从生产者所有转变为用户所有的过程，同时也伴随着对象物从生产地转移到使用地以实现其使用价值的过程。
()20.提供第三方物流服务的企业，参与商品的买卖活动。
( )21.第三方物流在合约关系上是一种一对多的形式。
( )22.传统物流在服务功能上与第三方物流相比非常单一。
《供应链管理》习题和答案
专科物流专业供应链管理练习题姓名学号班级练习题一1. 供应链运行绩效的评估A．涉及到的是供应链上的部分企业 B．涉及到了供应链上所有的企业；C．只涉及到核心企业 D．只与上下游企业之间有关系;2.下列不属于供应链环境管理下的库存问题的是A、侧重于优化单一的库存成本B、供应链的战略与规划问题C、供应链的运作问题D、信息类问题3.不属于产品生命周期的是哪个A.计划期B.成长期C.成熟期D.衰退期4.供应链合作伙伴关系的主要目的是A.缩短采购提前期,提高供货的柔性B.加快资金周转C.通过缩短供应链总周期,达到降低成本和提高质量的目的D.减少供应商数目5．指超越一家一户的以一个社会为范畴面向社会为目的的物流;A. 宏观物流B.社会物流C. 微观物流D.企业物流6.下列不属于QR对厂商的优点的是A. 更好的为顾客服务B. 降低了费用C. 生产计划准确D.增加了收入7、下列不是供应链特性的是A.供应链是交错链状的网络结构;B.供应链是企业的主体部分;C.供应链是一条增值链;D.供应链的网络结构是由顾客需求拉动的;8、属于多级库存优化与控制的方法有A.减少成本B.中心化集中式策略C.改进服务质量D.获得更多的市场信息9．TOC理论对供应链的启迪是企业的经营业绩应该是加强链条中 ;A．最强的一环 B.最薄弱的一环C.所有环节D.部分环节10. 建立战略合作关系的第一步必须明确战略关系对于企业的必要性,企业必须评估潜在的A、利益与风险B、成本与风险C、资金与风险D、投资与风险11. 下列不属于供应链环境管理下的库存问题的是A、侧重于优化单一的库存成本B、供应链的战略与规划问题C、供应链的运作问题D、信息类问题12.供应链管理中提到的客户主要是指A、只是指最终的消费者B、与企业内部的部门无关C、可以指代供应链上的每个相关企业和部门D、只指代渠道分销员13.对于供应链下库存管理的方法,以下说法正确的是A、联合库存管理比供应商管理库存的方式更优越B、制造商管理库存体现了战略供应商联盟的新型合作企业合作关系C、联合库存管理体现了战略供应商联盟的新型企业合作关系D、自动库存补充方法体现了战略供应商联盟的新型企业合作关系14.在大多数的跨国公司中,选择供应商的基本准则“Q.C.D.S.”是A、质量、成本、交付与服务并重的原则B、数量、成本、交付与服务并重的原则C、价格、质量、成本与服务并重的原则D、质量、价格、成本与服务并重的原则15.供应链管理的初级阶段,典型的供应链策略主要是指A、企业资源计划与准是制B、高效客户响应和准是制；C、高效客户响应和快速响应D、企业资源计划与快速响应;16.稳定的供应链指的是A、基于相对稳定、单一的市场需求而组成的供应链B、供应链的容量能满足用户需求时的供应链C、体现供应链的市场中介功能D、基于相对频繁变化、复杂的需求组成的动态供应链17.第三方物流服务的成功因素中最主要的是 ;A．可靠性 B．准时性C．快捷性 D．为客户服务18．由供方与需方以外的物流企业提供物流服务的业务模式是 ; A．内部物流 B．第一方物流C．第三方物流 D．军事物流19．目前的供应链系统正在朝着的方向进行改革;A．拉式市场 B．推式市场C．产品中心 D．推拉式市场20．中,会导致“牛鞭效应”;A．拉式市场 B．推式市场C．产品中心 D．推拉式市场1. 物流系统具有特性;A．整体性 B．层次性C．相关性 D．目的性 E．适应性2、供应链管理的作用有哪些A.创造竞争的成本优势B. 创造竞争的收益优势C.创造竞争的时间和空间优越D.创造竞争的整体优势3、基于产品的供应链设计时需考虑的因素有A.产品需求的不确定性B.储存产品仓库的不确定性C.供应链的反应能力D.资金4、供应链的结构模型主要有A、链状的结构模型B、直线型结构模型C、网状的结构模型D、曲线型结构模型5、供应链管理下的采购特点有哪些A.从市场购买转变为外部厂家直接购买B.从采购管理转变转变为外部资源管理C.从为库存而采购转变为为订单而采购D.从一般的买卖关系转变为战略伙伴关系6、供应链的生产外包管理内容包括A.产品价格B.交货数量C.产品质量D.交货期及服务7.绿色供应链的内容包括 ;A．绿色设计 B．绿色采购C．绿色生产 D．绿色物流 E．绿色营销8．横向一体化管理模式的特征有A.生产的核心化B．市场的易扩张化C.组织的柔性化D.利益的多赢化9.有效顾客响应的实现包括的主要信息技术有A.EDI技术B.条码技术C.POS技术D.射频技术10.业务流程重组的类型有A.职能内BPRB.职能间BPRC.组织间BPR C.供应链间的BPR三、名词解释20分,每题2分1.供应链2.供应链管理3.价值链4.延迟技术5.ECR6.CPFR7.牛鞭效应8.安全库存9.联合管理库存10.CRM1、供应链结构模式比一般单个企业的结构模式更为简单;2、依据相对于顾客需求的执行顺序,供应链上的所有流程可以分为两类：推动流程和拉动流程;3、供应链管理的实施目标之一是总成本最低化,总成本最低化目标是指运输费用或库存成本;4、供应链之间的竞争实质上是时间竞争;5、供应商在供应链上扮演着一个至关重要的角色,是链中物流的始发点,是资金流的开始,同时又是反馈信息流的终点;6、第四方物流是第三方物流公司为其客户提供一种增值服务,主要是解决物流规划功能外包问题的物流方案.7、从系统开发的角度,客户关系管理是帮助企业以一定的组织方式来管理客户的互联网软件系统;8、MC模式的关键是实现产品标准化和制造柔性化之间的平衡;9、连续性检查的固定订货量、固定订货点策略,即Q, R策略;该策略的基本思想是：对库存进行连续性检查,当库存降低到订货点水平R时,即发出一个订货,每次的订货量要发生变化;10、联合库存管理Joint Managed Inventory,JMI是指由供应商和用户联合管理库存;五、简答题30分,每题6分1．绿色供应链管理和传统的供应链管理的区别体现在哪些方面2.纵向一体化管理模式存在哪些弊端3. 供应链中需求变异放大产生的原因是什么4. 解释零库存的概念和内涵;5. 准时化采购的特点是什么六、案例分析题10分西南仓储公司的管理西南仓储公司是一家地处四川省成都市的国有商业储运公司,随着市场经济的深入发展,原有的业务资源逐渐减少,在企业的生存和发展过程中,也经历了由专业储运公司到非专业储运公司再到专业储运公司的发展历程;在业务资源和客户资源不足的情况下,这个以仓储为主营业务的企业其仓储服务是有什么就储存什么;以前是以五金交电为主,后来也储存过钢材、水泥和建筑涂料等生产资料;这种经营方式解决了企业仓库的出租问题;那么,这家企业是如何发展区域物流的呢专业化当仓储资源又重新得到充分利用的时候,这家企业并没有得到更多利益,经过市场调查和分析研究,这家企业最后确定了立足自己的老本行,发展以家用电器为主的仓储业务;一方面,在家用电器仓储上,加大投入和加强管理,加强与国内外知名家用电器厂商的联系,向这些客户和潜在客户介绍企业确定的面向家用电器企业的专业化发展方向,吸引家电企业进入;另一方面,与原有的非家用电器企业用户协商,建议其转库,同时将自己的非家用电器用户主动地介绍给其他同行;延伸服务在家用电器的运输和使用过程中,不断出现损坏的家用电器,以往,每家生产商都是自己进行维修,办公场所和人力方面的成本很高,经过与用户协商,在得到大多数生产商认可的情况下,这家企业在库内开始了家用电器的维修业务,既解决了生产商的售后服务的实际问题,也节省了维修品往返运输的成本和时间,并分流了企业内部的富余人员,一举两得;多样化除了为用户提供仓储服务之外,这家企业还为一个最大的客户提供办公服务,向这个客户的市场销售部门提供办公场所,为客户提供了前店后厂的工作环境,大大的提高了客户的满意度;区域性物流配送通过几年的发展,企业经营管理水平不断提高,企业内部的资源得到了充分的挖掘,同样,企业的仓储资源和其他资源也已经处于饱和状态,资源饱和了,收入的增加从何而来在国内发展现代物流的形势下,这家企业认识到只有走出库区,走向社会,发展物流,才能提高企业的经济效益,提高企业的实力;发展物流从何处做起经过调查和分析,决定从学习入手,向比自己先进的企业学习,逐步进入现代物流领域;经过多方努力,他们找到一家第三方物流企业,在这个第三方物流企业的指导下,通过与几家当地的运输企业合作外包运输,开始了区域内的家用电器物流配送,为一家跨国公司提供物流服务,现在这家企业的家用电器的物流配送已经覆盖了四川成都市、贵州和云南;问题：1通过案例分析说明现代物流与传统物流的区别2通过分析西南仓储公司向现代物流的转变过程,你认为其转变成功的关键是什么3通过本案例分析,你认为中国目前传统物流企业怎样才能实现向现代物流的转变练习题二一．单选题20分,每题1分1. 要体现供应链的物理功能,即以最低的成本将原材料转化成零部件、半成品、产品,以及在供应链中的运输等;A、有效性供应链B、反应性供应链C、稳定供应链D、动态供应链2.企业已经普遍将信息系统业务,在规定的服务水平基础上外包给应用服务提供商ASP,由其管理并提供用户所需要的信息服务;这是属于业务方式;A、研发外包B、生产外包C、脑力资源外包D、应用服务外包3. 不是供应链管理环境下采购的特点;A、为订单而采购B、从采购管理向外部资源管理转变C、为库存而采购D、从一般买卖关系向战略协作伙伴关系转变4.求变异加速放大的原因中, 需求放大的主要原因;A、需求预测修正B、订货批量决策C、价格波动D、短缺博弈5.企业目前工作流程存在的问题中,是由于分工过细造成的问题是A、无人负责整个经营过程,缺乏全心全意为顾客服务的意识B、组织机构臃肿,助长官僚作风C、单一,适应性差D、资源闲置和重复劳动,症结是内部信息纵向和横向沟通不够6.在物流管理组织结构的演变中,试图在一个高层经理的领导下,统一所有的物流功能和运作,目的是对所有原材料和制成品的运输和存储进行战略管理,以使企业产生最大利益;这种组织基本上是属于A、传统物流管理组织结构B、简单功能集合的物流组织形式C、物流功能独立的组织形式D、一体化物流组织形式7.CR系统的构建中的在零售环节, 是管理的重点;A、营销技术B、物流技术C、信息技术D、组织革新技术8.dEx参与电子商务业务的主要身份是A．经营者 B．制造者 C．网站经营者 D．第三方物流9.流服务与成本的关系中,大部分企业普遍存在和被公认的关系是A.在物流服务水平一定的情况下,降低物流成本；B.在提高物流服务水平的同时,增加了物流成本；C.在物流成本一定的情况下,提高了物流服务水平；D.在提高服务水平的同时,降低物流成本;10.决定每一种商品的恰当库存水平,以及维持这些库存水平的恰当策略是A.JITB.EOQC.VMID.QR11.流的主要特点是前端服务与_____集成;A.后端服务B. 外包服务C.物流服务D.客户服务12.JIT技术又称及时管理方式,也称零库存管理方式,该技术是由以下哪个汽车公司开发出来的A.日本丰田B.德国福特C.日本本田D.美国通用13.联合库存管理作为一种合作创新的管理模式,更多地体现在A.供需协调管理B.机制建立C.信息沟通D.需求预测14.ECR的主要目标是A. 增加供应链各个环节的收益B. 降低供应链各个环节的成本C. 缩短供应链各个环节的时间D. 提高了供应链各个环节的服务15.管理最主要的两个领域就是供应商的选择和A. 供应商的关系管理B. 供应商的目标管理C. 供应商的成本管理D. 供应商的考核管理16.价值链的概念是迈克尔.波特在其著名的一书中提出的;A. 竞争优势B.竞争战略C. 国家竞争力D.竞争力17. 供应链管理这个名词最早出现在A、交通运输业B、城市配送业C、信息产业D、咨询业18. 供应链合作伙伴关系的主要目的是A.缩短采购提前期,提高供货的柔性B.加快资金周转C.通过缩短供应链总周期,达到降低成本和提高质量的目的D.减少供应商数目19. 指超越一家一户的以一个社会为范畴面向社会为目的的物流;A. 宏观物流B.社会物流C. 微观物流D.企业物流20.不属于QR对厂商的优点的是A. 更好的为顾客服务B. 降低了费用C. 生产计划准确D.增加了收入二．多选题10分,每题1分1、下列体现了供应链管理的管理思想A、强调核心竞争力B、资源外用OutsourcingC、合作性竞争D、延迟制造Postponement原则；E、以顾客满意度为目标的服务化管理；2、供应链设计的主要内容有A、供应链成员及合作伙伴选择B、网络结构设计C、供应链运行基本规则D、协调机制E、生产物流的计划与控制体系的建立3、核心竞争力的主要特点是A、价值优越性B、难替代性C、差异性D、可延伸性E、可复制性4、根据计划来管理企业的生产经营活动,叫做计划管理,计划管理是一个过程,通常包括阶段;A、编制计划B、执行计划C、检查计划完成情况D、组织E、制定改进措施5、供应链管理环境下的生产计划与传统生产计划有显著的不同;在制定生产计划的过程中,主要面临以下方面的问题;A、柔性约束B、生产进度C、生产能力D、组织设计E、物流管理6、需求变异加速放大的原因 ;A、需求预测修正B、订货批量决策C、多级库存D、短缺博弈E、价格波动7、VMI的基本思想有A、联合进行管理库存B、使双方成本最小互惠原则C、框架协议目标一致性原则D、连续改进原则E、合作精神合作性原则8、第三方物流公司的未来前景可以向以下方面努力;A、老主顾外包其他业务B、实施联合运输方式C、开发物流信息管理系统D、处理供应链末端任务E、整合供应链作业9、下列在供应链管理中的应用比较广泛;A、Internet/Intranet技术、WEB技术B、MRP、MRPII 、ERP、CRM、JIT、CIMSC、CAD/CAMD、BR、RFID、GIS、GPS、EDIE、航空航天技术10、CPFR的主要特点有 ;A、协同B、规划C、预测D、战略E、补货三、名词解释10分,每题2分1.第三方物流2.JIT采购3.零和关系4.EDI5.物流一体化四、判断题10分,每题1分1．所谓供应链的合作伙伴关系,也就是供应链中各节点企业之间的关系,对制造业来说,主要是制造商与制造商之间的关系;2．哈兰德Harland将供应链管理描述成对商业活动和组织内部关系、与直接采购者的关系、与第一级或第二级供应商的关系、与客户的关系等整个供应链关系的管理;3．供应链环境下,以团队工作为特征的组织模式使供应链具有网络化结构特征,因此供应链管理模式不是层级管理,也不是矩阵管理,而是网络化管理; 4．为了支持企业内部集成化供应链管理,主要采用供应链计划Supply Chain Planning, SCP和JIT来实施集成化计划和控制;5．从节点企业与节点企业之间关系的角度来考察,供应链网络结构主要包括链状结构、网状结构、核心企业网状结构三种;6．当存在外部性时,企业应尽可能的集中布局,这样可以获得更多的收益利润,攫取最大可能的市场份额;7．即时制采购是一种先进的采购模式,它的基本思想是：在恰当的时间、恰当的地点、以恰当的数量、恰当的质量提供恰当的物品;8．决策树是一种图谱,它可用来评估存在不确定因素的情况下所作出的决策;但对供应链内部评估弹性时,决策树分析方法却并不十分有效;9．CRM是一种以客户为中心的商业哲学、商业战略和企业文化;10．单个企业绩效评价指标主要是基于业务流程的绩效评价指标,而供应链绩效评价指标是基于部门职能的绩效评价指标;五、简答题30分,每题3分1.述基于供应链的运输决策的要点有哪些2.信息技术对供应链管理有哪些影响3.如何对供应商进行评估和选择4.简述供应链设计的原则和步骤;5. 实施客户关系管理的战略步骤;6.简述供应链网状模型;7.订货点法的库存管理策略包括哪几种8.供应链管理环境下供应商管理库存VMI的优势是什么9.物流外包的阻力和风险是什么10.有效顾客响应的实施战略有哪些六、论述题20分,每题10分1. 论述企业如何进行业务外包活动;2. 供应链合作关系与传统供应商关系有什么不同14级专科物流专业供应链管理练习题答案习题一一、单选题1-5 BAACA 6-10 CABBA11-15 ACCAC 16-20 ADCAB二、多选题1 ABCDE2 ABD3 BCD4 AC5 ABCD6 ABCD7 ABCDE8 ABCD9 AC 10 ABC三、略书本能直接找到答案四、判断题1-5×√×√√ 6-10√×√√√五、略书本能直接找到答案六、案例分析参考答案答： 1答：基于现代供应链管理理念的物流；将现代信息技术应用到全过程；以社会化运作的第三方物流为主;2答：市场分析,要求进入物流市场切入点,发展自己优势,充分利用社会资源,减少进入成本,提高服务水平,拓展服务功能;3答：调整市场、自身优势、结合点、外部资源、管理机制习题二一、单选题1-5 CDCDD 6-10 DCDDC11-15 ACABA 16-20 ADCAC二、多选题1 CDE2 ABCD3 ABCD4 ABCDE5 ACD6 DE7 ABCDE8 BCDE9 ABD 10 ABCE三、略书本能直接找到答案四、判断题1-5×√√×√ 6-10×√×√×五、略书本能直接找到答案六、论述题1. 1研发外包研发外包是利用外部资源弥补自己开发能力的不足;企业可以根据需要,有选择地和相关研究院所、大专院校建立合作关系,将技术项目“外包”给他们攻关,或购买先进的但尚未产业化的技术;2生产外包这种外包一般是企业将生产环节安排到劳动力成本较低的国家,以降低生产环节的成本;3物流外包物流外包不仅仅降低了企业的整体运作成本,更重要的是使买卖过程摆脱了物流过程的束缚,使供应链能够为客户提供前所未有的服务;4脑力资源外包即雇用外界的人力主要是脑力资源,解决本企业解决不了或解决不好的问题;脑力资源外包内容主要有互联网咨询、信息管理、ERP系统实施应用、管理;2. 供应链合作关系与传统供应商关系有什么不同答：在新的竞争环境下,供应链合作关系强调长期的战略协作,强调共同努力实现共有的计划和解决共同问题,强调的是相互之间的信任与合作;这与传统的关系模式有着很大的区别,见下表;供应链合作关系与传统供应商关系的比较。
【资料汇编】供应链物流管理(supply-chain-logistics-management)鲍尔索克斯-课后习题答案1-6章
Chapter1：1.Why can the current movement toward establishing supply chains becharacterized as a revolution?Because the current movement toward establishing supply chains has reshaped contemporary strategic thinking.Two massive shifts, supply chain revolution and a related logistical renaissance, in expectation and practice concerning the performance of business operations are highly interrelated but they are significantly different aspects of contemporary strategic thinking.pare the concept of a modern supply chain with more traditionaldistribution channels. Be specific regarding similarities and differences.Traditional distribution channels typically had an order fulfillment time of 15-30 days.But if something went wrong, this time would increase dramatically. It was a commonpractice to maintain inventory at every stage of the supply chain like retailers, wholesalers, and manufacturers. The market was characterized by scarcity to the primary goal of traditional model was to ensure availability of products. However, today customers want more options in product offerings. Modern supply chain is geared towards meeting the changing consumer needs. Transportation capacity and operational performance has become more reliable and economical. Logistical systemsare capable of capable of delivering products at exact times. So customer orders can be fulfilled faster. With massive development in information technology, the need to maintain inventory has reduced dramatically. The occurrence of failures, characteristicof traditional supply chain, has been replaced by a commitment towards zero-defect ofsix sigma performance. In essence a high level of performance is achieved at a lower total cost with commitment of fewer financial resources than that in the past.3.What specific role does logistics play in supply chain operations?Logistics is the primary conduit of product and service flow within a supply chain arrangement. It is the work required to move and to position inventory throughout asupply chain. It is a combination of order management, inventory, transportation, warehousing, material handling and packaging as integrated throughout a facility network. Logistics is essential for effective supply chain connectivity.4.Describe “integrative management”. Be specific concerning the relationship betweenfunctionality and process.The challenge to achieving integrated management results from the long-standing tradition of performing and measuring work on a functional basis. Since the industrial revolution, achieving best practice has focused managerial attention on functional specialization. The prevailing belief was the better the performance of a specific function, the greater the efficiency of the overall process.The fundamental challenge of integrated management is to redirect traditional emphasis on functionality in an effort to focus on process achievement. Integrative process management seeks to identify and achieve lowest total cost by capturing trade-offs that exist between functions. The focus of integrated management is lowest total process cost, which is not necessarily the achievement of the lowest cost for each function included in the process.5.In terms of enterprise extension, describe the importance of the information sharingand process specialization paradigms.The information sharing paradigm is the widespread belief that achieving a high degree of cooperative behavior requires that supply chain participants voluntarily share operating information and jointly plan strategies. The guiding principle is that information sharing is essential among supply chain participants to collectively do the things customers demand faster and more efficiently.The process specialization paradigm is commitment to focusing collaborative arrangements on planning joint operations with a goal of eliminating nonproductive or non-value-adding redundancy by firms in a supply chain. The basic idea is to design the overall supply chain processes in a manner that identifies a specific firm’s competencies along with the responsibility and accountability to perform each element of essential work in a manner that maximizes overall results.Importance: Sharing information and joint planning can reduce risk related to inventory positioning. Collaboration can eliminate duplicative or redundant work, such as repetitive quality inspection, by designating and empowering a specified member of the supply chain to be fully responsible and accountable. Such extended enterprise integration introduces new challenges regarding measurement, benefit and risk sharing, trust, leadership, and conflict resolution.6.Describe and illustrate an integrated service provider. How does the conceptof integrated service provider differ from traditional service providers, suchas for-hire transportation and warehousing?Integrated Service Providers (ISP) also known as third-party logistics providers providea range of logistics services that includes all work necessary to service customers. Withthe regulatory changes in the transportation the traditional logistics services providersstarted offering warehousing and shared transportation services. Therefore the ISPs initiated the radical shift from single function to multifunction outsourcing. Their services include order entry to product delivery and in certain situations they also provide wide range of value-added services. For example United Parcel Services (UPS) stocks Nike shoes and warm-ups at its Louisville warehouse and processes orders hourly. All the related communication and financial administration are handled by an UPS call center in San Antonio. Therefore UPS handles the basic logistics and value-added services for Nike.In contrast the traditional service providers, such as for-hire transportation and warehousing specialize in specific functions. For instance, the for-hire transportationindustry consists of carriers who specialize in moving products between geographic locations. The companies offering warehouse services are traditionally called public warehouses and they provide storage supplemented by specialized services.pare and contrast anticipatory and response-based business models.Why has responsiveness become popular in supply chain collaborations?Anticipatory and response-based business models are the two ways used by firms to fulfill customer requirements. However the fundamental difference in the two models istimingAnticipatory model has been the traditional business practice, which was mainly forecast driven. Since information about purchasing behavior was not readily available,and the channel partners were loosely collaborating, businesses were driven by forecasts. However the forecasts used by the manufacturers, wholesales, distributors, and retailers were often different that led to a lot of excess inventory in the system. Allthe work was performed in anticipation of future projections, so the likelihood of misgauging customer requirements was very high. In addition each firm in the chain duplicated the anticipatory process.Response-based model aims to reduce or eliminate forecast reliance by joint planningand rapid exchange of information between supply chain partners. This model has beenmade possible because managers can now obtain and share accurate sales information faster. Consequently customers can be provided with their desired items faster. This model requires fewer steps and therefore less cost to complete a fulfillment process compared to the anticipatory model. Response-based model is similar to a build to ordermodel however the former has a faster response time and allows higher degree of customization.Responsiveness propelled by information technology development has become the cornerstone of today’s supply chain collaboration. Higher responsiveness can not only increase the level of customer satisfaction but can also reduce the overall cost of doingthat.pare and contrast manufacturing and geographic postponement.Manufacturing and geographic postponement are strategies and practices that reducesthe anticipatory risks of supply chain performance. The factors favoring one pr the otherform depends on the volume, value, competitive initiatives desired customer service levels. Manufacturing or form postponement aims at manufacturing the products one order at a time with no preparatory work or component procurement until the customer specifications are fully known and customer commitment is received. The goalof this postponement strategy is to maintain products in a neutral or non-committed status as long as possible. In an ideal situation a standard or base product is manufactured in large quantities to obtain economy of scale while deferring the finalization until the customer commitment. In this scenario, economy of scope is introduced by producing the base product to accommodate a wide range of different customers. An example of manufacturing postponement is observed in mixing paintcolor at retail stores to accommodate the individual customer’srequest. This strategy not only reduces the risks of logistics malfunction but also increases the use of light manufacturing and final assembly at logistical facilitiesOn the other hand, Geographical or logistical postponement focuses on response acceleration. This strategy aims to build and stock a full-line inventory at one or more strategic locations. Forward deployment of inventory is postponed until the customer order is received. In an ideal situation this postponement strategy eliminates the riskof anticipatory risk of inventory deployment while retaining manufacturing economy scale. An example of geographical postponement is the Sears Store Delivery System. The logistics of the appliances is not initiated till the customer order is received. An appliance purchased on Monday can be installed at customer’shome as early as Wednesday. And there is a possibility that the product is not manufactured until that night or early Tuesday.In a number of supply chains both types of postponement strategies are combined to create a highly responsive strategy.9.Define and illustrate cash-to-cash conversion, dwell-time minimization andcash spin. How does supply chain strategy and structure impact each?Cash-to-cash conversion is the time required to convert raw material or inventory purchases into sales revenue. It is directly related to inventory turn. Its benefits are realized by reducing and sharing risk and inventory investment. In traditional businessthe benefits were enjoyed at the expense of business partners. For example, terms of 2%net 10 meant that a prompt payment discount could be earned if the invoice is paid within ten days from the time of delivery. In a response based system these benefits canbe shared by managing the inventory transfer velocity across the supply chain. To facilitate such arrangements supply chain partners often use dead net pricing, which factors discounts and allowances in the selling price. Therefore incentives of timely payment are replaced by performance commitments at a specified net price. Managing supply chain logistics as a continuous synchronized process also serves to reduce dwell time.Dwell time is the ratio of the time that an asset sits idle to the time required to satisfyits designated supply chain mission. As an example dwell time would represent the ratio of the time inventory is in store to the time it is moving or contributing to achievesupply chain objectives. Dwell time can be reduced if the supply chain partners are willing to eliminate duplicate work. Therefore each firm could be designated to performand be accountable for the value-added work in order to reduce the overall dwell.Cash spin basically refers to free cash spin. This concept aims to reduce the overall assets committed to the supply chain performance. Therefore capital invested on inventory or warehouse can be made available for redeployment by revising the supplychain arrangement. Free capital can be reinvested in other projects that would have otherwise not been considered.10.Discuss and support the following argument: "Supply chain arrangements mayreduce consumer value."A somewhat more abstract but often cited potential downside of supply chainmanagement could be labeled the dark side of collaboration. The argument is that thepublic does not benefit across the board from supply chain efficiency.Supply chain criticism comes in two parts.First, the line of reasoning is that operating efficiency does not automatically translate toor guarantee lower consumer prices. Firms that collaborate may individually orcollectively make larger profits and thereby generate large shareholder wealth.However, no mechanisms exist to guarantee that efficiencies will be passed on toconsumers in the form of lower retail prices. In fact, the supporting logic is that assupply chains.The second criticism of supply chain arrangements builds on the premise that operatingefficiency may not always be socially equitable. The argument questions the benefits ofmore precise matching of supply to demand in terms of the overall reduction in surplusgoods.Chapter2：1.Illustrate a common trade-off that occurs between the work areas of logistics.Any illustration that demonstrates an inherent trade-off between information, inventory,transportation, warehousing, material handling or packaging is acceptable. Thefollowing are a few examples of such trade-offs:Information is increasingly being used as a substitute for inventory. For instance, awarehouse manager that is in constant contact with a supplier of his/her stocks neednot hold traditional, high levels of inventory. By being “connected”, the supplier r when the warehouse is in need of product and can make accommodations of productprocessing and shipping accordingly. Improved, faster means of transportation alsoprevent manufacturers and merchandisers from holding high levels of inventory.Poor packaging can lead to product damage in transit. Management should eitherimprove packaging or seek a transportation mode that is more stable and lessdamage-inducing. Regardless, greater costs will be incurred upfront – though they arelikely to be offset with reduced costs of product recollection and rework.2.Discuss a nd elaborate the following statement: "The selection o f a superiorlocation network can create substantial competitive advantage."The statement “The selection of Superior location network can create sub stantialholds true with regard to logistical networks. The networkcompetitive advantage” design implies customer service and cost considerations. Added value (and perhaps aof being located nearcompetitive advantage) may be derived from the “intimacy” customers. Networks that strive for the highest levels of effectiveness (superior serviceperformance) often do so at significantly higher expense. Networks may also bedesigned for efficient product flows in order to lower transportation and inventoryholding costs. Depending upon the competitive environment in which a firm operates,competitive advantage may result from either being located near the customers toprovide superior service or through low cost service with the cost-efficient networkdesign.3.Why are customer-accommodation operations typically more erratic thanmanufacturing support and procurement operations?Market or physical distribution operations are typically more erratic because they areinitiated by the customer, whose behavior cannot be controlled by the firm. Manufacturing and procurement operations, on the other hand, are initiated by the firmand considered to be within the firm’s span of control. However, better communications between the logistics organization and customers can reduce the uncertainty and erraticnature of market-distribution operations.4.How has transportation cost, as a percentage of total logistics c ost, trackedsince 1980The transportation costs as a percentage of total logistics costs in US has increased overthe last 20 years. In 1980, the percentage was approximately 47 percent and this hasincreased to over 63 percent in 2004. Therefore transportation represents a significantportion of the overall logistics cost.5.Describe the logistics value proposition. Be specific regarding specificcustomer accommodation and cost.Logistical value proposition is a cost framework that aims to match of operating competency and commitment to meet the individual of selected groups of customers’ expectations and requirements. A well-designed logistical network must have highcustomer response with low operational variance and minimum inventory commitment.However the combinations will be different for different groups. Well designed andoperated logistical system can help firms to achieve competitive advantage.6.Describe the fundamental similarities and differences between procurement,manufacturing support and customer-accommodation performance cycles asthey relate to logistical control.Procurement performance cycles consist of the many activities that maintain the flowof materials, parts, or finished goods into a manufacturing or distribution facility. Thescope of procurement activities is limited. Although similar to the customer order processing cycle, shipments are generally larger and cycles often require much moretime. Maintaining raw materials inventory is sometimes less expensive relative tofinished goods, since time of delivery and material security is often less sensitive intofacility than out to the customer. Another difference is that the number of suppliers of afirm is generally less than the number of customers, making the procurement cyclemore direct.Manufacturing support performance cycles serve as the logistics of production.These functions maintain orderly and economic flow of materials and work-in-processinventory to support production schedules. The goal is to support manufacturing requirements in the most efficient manner. These are internal cycles to the firm, thusthey are rarely affected by behavioral uncertainty.Customer-accommodation performance cycles are those associated with processingand delivering customer orders. They link the customers through timely and economicalproduct availability. Physical distribution integrates marketing and manufacturingefforts. To improve the effectiveness of the distribution system, forecast accuracy mustimprove to reduce uncertainty. In addition to the value of sound forecasting methods,the firm must emphasize flexibility and responsiveness to deal with the uncertainty ofcustomers in the physical distribution cycle.pare and contrast a performance cycle node and a link. Give an exampleof each.Nodes are facility locations. Forms of communications and transportation representlinks between the nodes. Most logistical work takes place at nodes whereas linksrepresent the interface among locations. Nodes represent network facilities wherematerials are processed and base inventories and safety stocks are maintained.Inventory that is in between nodes is c alled “in transit”．8.How does the "quest for quality" affect logistical operations? Does theconcept of total quality have relevancy when applied to logistics?Though logistical service quality is often in the eye of the beholder –that is, thedefinition of quality varies among suppliers and customers, it is possible to pursue aquest for quality. The quest requires logistics organizations to identify the servicequalities that customers most highly value. Upon identifying these key dimensions ofservice, it is up to the firm to flawlessly execute those functions that add value. Ultimately, customers may demand “perfect order” performance, a level of service that requires suppliers to meet expectations without error.The ideals of total quality – namely, doing things right the first time, does find relevancein logistics. It is far better in terms of customer service and low cost to providecustomers with desired service on the first effort. Customers more highly valuesuppliers that meet their promises, delivering product on time, in proper quantities, andwithout damage. Costs are reduced in the process as fewer products are recollected andreworked. These costs of service or product failure can be eliminated if processes arecorrected, ensuring that the problem is not a recurring one. Over time, customers tendto rely on those suppliers that provide sound service time and again.9.Discuss uncertainty as it relates to the overall logistical performance cycle.Discuss and illustrate how performance cycle variance can be controlled.One of the major objectives of logistical management is to reduce the uncertainty in performance cycles. Since the performance cycles are made up of many activities, eachwith its own volatility or variance, variance over the entire cycle can significantly impede the logistics organization’s efficiency and effectiveness.To control variance, the firm must conform expected cycle time to actual cycle time. Ifcycle time is less than expected, the delivered product becomes inventory to be stored. Ifthe cycle time is longer than expected, then the firm must rely on safety stocks to satisfy customer demand. In either case there are costs associated with variance. The ides is to eliminate variance by equating actual cycle time to the expected cycle time. This may require adjustments in product flows into or out of the organization.10.What is the logic of designing echeloned logistical structures? Can echelonedand direct structures be combined?The echeloned logistical structure is built on the logic of stocking some level of inventory or performing specific activities at consecutive levels of supply chain. This structure utilizes warehouses to create inventory assortments and achieve consolidation economies associated with large volume transportation shipments. Therequirements faster. Typical echelon inventory is position to meet the customers’ systems use either break bulk or consolidation warehouses. However the service commitment and order size economies determine the most desirable and economical structure to service the specific customer. So many supply chains use a combination of echeloned and direct structures to meet their logistical needs.Chapter3：1.Explain the differences between transactional and relationship marketing.How do these differences lead to increasing emphasis on logistical performance in supply chain management?Transactional marketing is generally focused towards short-term interaction with customers. Traditional marketing strategies followed this approach wherein exchanges/transactions are carried out with customers in order to increase their revenues and profits.Relationship marketing focuses on the long-term relations with the key supply chain partners such as the consumers, intermediate customers and suppliers. This strategy aims to develop and retain long term preference and loyalty because it has been realizedin many industries that it is more important to obtain greater share of the purchases made by the existing customers than to attract new customers. This approach tries toidentify the individual customers in order to satisfy their unique needs in the most cost-efficient and effective way. This requires a greater emphasis on logistical performance of the entire supply chain.2.Why are the four primary service outputs of spatial convenience, l ot size,waiting time, and product variety important to logistics management?Provide examples of competing firms that differ in the level of each service output provided to customers.Since every customer has different requirements regarding service outputs, spatialconvenience, lot size, waiting or delivery time, and product variety represent the fourgeneric outputs to accommodate customer requirements.Spatial convenience measures the amount of shopping time and effort that needs to beout by the customer. Higher convenience is offered by making the product available inmore number of places. As an example some household furniture manufacturers offertheir products through department store, mass merchandisers and other independentdepartment stores whereas Ethen Allen offers its products only at its own Allen retailstores.Lot size refers to the number of units that can be purchased in each transaction. Acustomer who wish to buy larger quantity of items for example 12 or 24 rolls of papertowels to get a lower unit price can get it from Sam’s Club and Costco. However they can buy single rolls from grocery or convenient stores. The basic tradeoff in such purchasesis between the unit price and the storage or maintenance cost of such volumes.Waiting time is the amount if time a customer has to wait between ordering andreceiving products. The lower the waiting time, the higher is the level of service. Buyingproducts from retail or grocery stores has no waiting time however if someone wants toorder from a catalog or via the Internet, he has to wait for the product. Although higherwaiting time is associated with inconvenience, customers are rewarded in the form oflower prices.Product variety refers to the different assortments or variety offered to the consumersand end-users. Supermarkets offer a large variety of items, whereas the warehousestores offer a much less variety. And convenience stores offer even lesser variety.3.What is meant by availability in logistics customer service? Provide examples ofthe different ways to monitor a firm’s performance in availability.Availability is the capacity to have inventory when desired by a customer. As simple asthis may seem, it is not at all uncommon for an organization to expend considerable time,money, and effort to generate customer demand and then fail to have product availableto meet customer requirements. The traditional practice in organizations is to stockinventory in anticipation of customer orders.Availability is based on three performance measures: Stockout Frequency, Fill Rate, andOrders Shipped Complete.Stockout Frequency: For example, a study of retail supermarkets revealed that at anypoint in time during a week, the average supermarket is out of stock of approximately 8percent of the items planned to be on the shelves. It is important to note, however, that astockout does not actually occur until a customer desires a product. The aggregation ofall stockouts across all products is an indicator of how well a firm is positioned toprovide basic service commitments in product availability. While it does not considerthat some products may be more critical in terms of availability than others, it is thestarting point in thinking about inventory availability.Fill Rate:For example, if a customer wants 100 units of an item and only 97 are available, the fill rate is 97 percent. To effectively consider fill rate, the typical procedureis to evaluate performance over time to incIude multiple customer orders. Thus, fill rate performance can be evaluated for a specific customer, product, or for any combinationof customers, products, or business segments. Fill rate can be used to differentiate thelevel of service to be offered on specific products. In the earlier example, if all 100 products ordered were critical to a customer, then a fill rate of 97 percent could result ina stockout at the customer's plant or warehouse and severely disrupt the customer's operations. Imagine an assembly line scheduled to produce 100 automobiles that receives only 97 of its required brake assemblies. In situations where some of the itemsare not critical to performance, a fill rate of 97 percent may be acceptable. The customermay accept a back order or be willing to reorder the short items at a later time. Fill rate strategies need to consider customer requirements for products.Orders Shipped Complete:The most exacting measure of performance in product availability is orders shipped complete. It views having everything that a customer orders as the standard of acceptable performance. Failure to provide even one item on a customer's order results in that order being recorded as zero in terms of complete shipment.pare and contrast speed, consistency, and flexibility as optionalperformance activities. In some situations,is o ne activity more critical than others?Performance cycle speed is the elapsed time form when a customer establishes a needto order until the product is delivered and is ready for customer use.Speed is an essential ingredient in many just-in-time and quick-response logistical strategies as fast performance cycles reduce customer inventory requirements.Order cycle consistency is measured by the number of times that actual cycles meetthe time planned for completion.most logistical managers place greater value on consistency because it directly impacts a customer’s ability to plan and perform is own activities.the issue of consistency is fundamental to effective logistics operations as it is becoming increasingly common for customers to actually specify a desired date and even specify a delivery appointment when placing orders.Flexibility involves a firm’s ability to accommodate special situations and unusual or unexpected customer requests.In some situations,adjustments can be implemented to prevent or accommodate special situations,thereby preventing malfunctions.so one may be more critical than others.5.Why is perfect order service so difficult to achieve?An order should be delivered complete,delivered on time,at the right location,in perfect condition,with complete and accurate documentation.Each of these individual elementsmust comply with customer specifications.thus,complete delivery means all product the customer originally requested,on time means at the customer’s specified date and time.ing t he ten categories o f customer e xpectations in T able 3-1, develop yourown examples of how customers might evaluate performance of a supplier.。
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【第九章国际物流】【选择题】1．CFR条款下，买方应：（）A．承担货物在装船时越过船舷后的风险B．负责租船订舱，支付到指定目的港的运费C．办理货运保险，支付保险费D．办理出口手续E．办理进口手续【答案】ABE2．交易磋商中不可缺少的环节是：（）A．询盘B．发盘C．还盘D．接受E．以上四个环节必不可少【答案】BD3．商品由A国运往B国途中，途经本国，对于本国来说为：（）A．进口贸易B．出口贸易C．过境贸易D．转口贸易E．复出口【答案】C3．我国对外贸易商品检验检疫的范围包括：（）A．所有进出口的商品B．船舶C．集装箱D．海运出口危险品的包装E．《进出境动植物检疫法》规定的商品【答案】BCDE5．出境货物最迟于报关或装运前天报检。
（）A．7B．15C．20D．30E．60【答案】A6．对一般的进出口货物报关时需交验以下哪些单证？（）A．进出口货物报关单B．发票C．商品检验证明D．减免税或免检证明E．提货单、装货单或运单【答案】ABCDE7．海上风险包括：（）A．恶劣气候B．流冰C．船舶搁浅D．偷窃E．战争【答案】ABC8．根据我国现行的《海洋货物运输保险条款》的规定，基本险别包括：（）A．平安险B．偷窃、提货不着险C．水渍险D．一切险E．串味险【答案】ACD9．平安险的承保责任范围包括：（）A．由于自然灾害和运输工具发生意外事故，造成被保险货物的全部或部分损失B．由于运输工具遭遇搁浅、触礁、沉没、互撞、与流冰或其他物体碰撞造成被保险货物的全部或部分损失C．在装卸转船过程中，被保险货物一件或数件落海所造成的全部损失或部分损失D．货物在运输过程中，因一般外来原因所造成的被保险货物的全部或部分损失E．货物在运输过程中，因特殊外来原因所造成的被保险货物的全部或部分损失【答案】BC10．出口货物的报关报检等工作可由（）办理。
A．出口商B．进口商C．国际货运代理D．理货机构E．船方【答案】AC11．以下单证具有物权凭证作用的有：（）A．提单B．提货单C．货协运单D．航空货运单E．多式联运单据【答案】A12．根据货物外表状况有无不良批注可将提单分为：（）A．记名提单B．指示提单C．不记名提单D．清洁提单E．不清洁提单【答案】DE13．国际海上货物运输有关国际公约有：（）A．《海牙规则》B．《海牙/维斯比规则》C．《汉堡规则》D．《华沙公约》E．《海牙议定书》【答案】ABC13．国际集装箱运输中，拼箱货的装拆箱业务是在进行的。
（）答案（）A．发货人仓库B．收货人仓库C．发货人工厂或仓库D．集装箱货运站E．集装箱堆场【答案】D15．构成国际多式联运应具有下列哪些条件：（）A．至少采用两种不同的运输工具B．有一个多式联运合同C．有一份全程多式联运单据D．有一个多式联运经营人对全程运输负责E．必须是国际的货物运输【答案】BCDE16．以下属于多式联运的是：（）A．海海联运B．海陆联运C．陆空联运D．海铁联运E．国际铁路货物联运【答案】BCD【填空题】1．广义的国际物流是指（）。
答：货物及物品在不同国家和地区间的流动和转移2．国际物流具有高风险性的特点，其风险主要包括（）。
答：政治风险、经济风险和自然风险3．（）是指世界各国（地区）之间的商品以及服务和技术交换活动，如果从一个国家（或地区）的角度来看这种活动，则称为该国的（）。
答：国际贸易，对外贸易4．商品由A国运往B国途中，途经本国，对于本国来说为（）。
答：过境贸易5．（）指进口的外国商品未经加工又输出到国外，如进口货物的退货，转口贸易等。
答：复出口6．在常用国际贸易术语中，（）、（）和（）只适用于海运。
答：FOB，CIF，CFR7．（）又称贸易谈判，是指买卖双方就交易的各项条件进行谈判，以期达成交易的过程。
一般包括四个环节，即（）、（）、（）、（），其中（）和（）是不可缺少的环节。
答：交易磋商，询盘，发盘，还盘，接受，发盘，接受8．报检是对外贸易关系人向检验检疫机构申请检验。
对于入境货物，应在（）向入境口岸、指定或到达站的（）办理报检手续。
答：入境前或入境时，检验检疫机构9．（）是国家设在进出境口岸的监督机关，在国家对外经济贸易活动和国际交往中，代表国家行使监督管理的权利。
答：海关10．《海关海》规定，进出口货物必须经（）进境或出境。
答：设有海关的地点11．（）是反映船舶载运货物在港口交接时的数量和状态的实际情况的原始记录，具有凭证和证据的性质。
答：理货单证12．货物溢短单是记载进口货物（）。
答：件数溢出或短少的证明13．（）是出口货物实际装舱部位的示意图。
答：货物积载图14．保税是指（）。
答：海关保留对货物征税的权利15．（）是指经海关批准未办理纳税手续进境，在境内储存、加工、装配后复运出境的货物。
答：保税货物16．（）是指经海关批准设立的专门存放（）以及其他未办结关手续货物的仓库。
答：保税仓库，保税货物17．（）又称保税仓库区，是海关设置或经海关批准注册的，受海关监督的特定地区和仓库。
答：保税区18．海运风险包括（）和（）两类。
答：海上风险，外来风险19．（）是指被保险货物在海洋运输中，因遭受海上风险而造成的损坏或灭失。
就货物损失的性质而言，可分为（）和（）。
答：海上损失，共同海损，单独海损20．全部损失是指被保险货物遭受全部损失，按损失情况的不同，可分为（）和（）。
答：实际全损，推定全损21．根据我国现行的《海洋货物运输保险条款》的规定，在基本险别中包括（）、（）和一切险。
答：平安险，水渍险22．（）是根据客户的指示，并为客户的利益而揽取货物运输的人，其本身并不是承运人。
答：国际货运代理23．根据船公司对船舶经营方式的不同，可将海洋运输分为（）和（）。
答：班轮运输，租船运输24．根据货物是否已装船，可将提单分为（）和（）。
答：已装船提单，收货待运提单25．集装箱运输方式根据货物装箱数量和方式不同可分为（）和（）两种。
答：整箱，拼箱【名词解释】国际物流答：广义的国际物流是指货物（包括原材料、半成品、制成品）及物品（如邮品、展品、捐赠物资等）在不同国家和地区间的流动和转移。
狭义的国际物流指当生产和消费分别在两个或两个以上的国家（或地区）独立进行时，为了克服生产和消费之间的空间隔离和时间距离，对物资（商品）进行物理性移动的一项国际商品贸易或交流活动，从而完成国际商品交易的最终目的，即实现卖方交付单证、货物和收取货款，而买方接受单证、支付货款和收取货物的贸易对流条件。
国际贸易答：国际贸易是指世界各国（地区）之间的商品以及服务和技术交换活动。
转口贸易答：转口贸易，指本国从A国进口商品后，再出口至B国的贸易，本国的贸易就称为转口贸易。
过境贸易答：过境贸易，指商品由A国运往B国途中，途经本国，对于本国来说即为过境贸易。
理货答：理货是指船方或货主根据运输合同在装运港和卸货港收受和交付货物时，委托港口的理货机构代理完成的在港口对货物进行计数、检查货物残损、指导装舱积载、制作有关单证等工作。
保税货物答：保税货物是指经海关批准未办理纳税手续进境，在境内储存、加工、装配后复运出境的货物。
保税仓库答：保税仓库是指经海关批准设立的专门存放保税货物及其他未办结海关手续货物的仓库。
国际货运代理答：国际货运代理协会联合会的定义：国际货运代理是根据客户的指示，并为客户的利益而揽取货物运输的人，其本身并不是承运人。
《中华人民共和国国际货物运输代理业管理规定》的定义：接受进出口货物收货人、发货人的委托，以委托人的名义或者以自己的名义，为委托人办理国际货物运输及相关业务并收取服务费的行业。
【简答题】什么是国际物流，有什么特点？答：广义的国际物流是指货物（包括原材料、半成品、制成品）及物品（如邮品、展品、捐赠物资等）在不同国家和地区间的流动和转移。
狭义的国际物流指当生产和消费分别在两个或两个以上的国家（或地区）独立进行时，为了克服生产和消费之间的空间隔离和时间距离，对物资（商品）进行物理性移动的一项国际商品贸易或交流活动，从而完成国际商品交易的最终目的，即实现卖方交付单证、货物和收取货款，而买方接受单证、支付货款和收取货物的贸易对流条件。
国际物流的特点：国际性、复杂性、高风险性、运输方式的多样性。
简述国际物流与国际贸易的关系。
答：国际物流是随着国际贸易的发展而产生和发展起来的，并已成为影响和制约国际贸易进一步发展的重要因素。
国际贸易与国际物流之间存在着非常紧密的关系。
（1．国际物流是开展国际贸易的必要条件，国际物流是完成国际贸易必不可少的环节。
（2．国际贸易促进了物流国际化。
跨国经营与国际贸易的发展，促进了事物和信息在世界范围内的大量流动和广泛交换，物流国际化成为国际贸易和世界经济发展的必然趋势。
（3．国际贸易不断对国际物流提出新的要求，如：质量要求、效率要求、安全要求、经济要求等。
简述出口合同履行的程序（以CIF为例）。
答：出口合同的履行包括：（1．备货；（2．报验；（3．催证；（3．审证；（5．租船、订舱，投保；（6．制单结汇。
简述进口合同履行的程序（以FOB为例）。
答：（1．开立信用证；（2．派船接运货物与投保；（3．审单和付汇；（3．报关；（5．验收货物；（6．办理拨交手续；（7．进口索赔。
简述理货单证的作用。
答：（1．承运人与托运人或提单持有人之间办理货物数字和外表状态交接的证明；（2．承运人、托运人、提单持有人以及港方、保险人之间处理货物索赔案件的凭证；（3．船舶发生海事时，处理海事案件的主要资料，这里主要是指货物积载图的作用；（3．港口安排作业，收货人安排提货的主要依据。
这里主要是指货物实际积载图和分舱单的作用；（5．船舶在航行途中，保管照料货物的主要依据；（6．买卖双方履行合同情况的主要凭证；（7．理货机构处理日常业务往来的主要依据。
国际货运代理有何作用？答：国际货运代理的作用主要有：（1．能够安全、迅速、准确、节省、方便地组织进出口货物运输。
（2．能够就运费、包装、单证、结关、检查检验、金融、领事要求等提供咨询，并对国外市场的价格、销售情况提供信息和建议。
（3．能够提供优质服务。
为委托人办理国际货物运输中某一个环节的业务或全程各个环节的业务，手续方便简单。
（3．能够把小批量的货物集中成为组货物进行运输，既方便了货主，也方便了承运人。
（5．能够掌握货物全程的运输信息，使用现代化的通信设备随时向委托人报告货物在途的运输情况。
（6．货运代理不仅能组织协调运输，而且影响到新运输方式的创造、新运输路线的开发以及新费率的制定。
特别是在简述海运提单的作用。
答：提单，是指用以证明海上货物运输合同和货物已经由承运人接收或者装船，以及承运人保证据以交付货物的单证。
其作用有：（1．提单是运输合同的证明；（2．提单是承运人拉收货物或货物装船的收据；（3．提单是物权凭证。